Talent Management: The Good, the Bad, and the Possible
本文批判性地探讨人才管理实践对组织中被认定为“人才”的个体的伦理影响，分析其积极与消极后果，并提出基于接受模糊性和发展定性绩效方法的人才管理与伦理建设性关系。
In this essay we offer a critical investigation of talent management practices (TMP), which is an increasingly influential concept in contemporary organisations. We try to show how these organisational practices could have both a negative and a positive ethical impact on those identified as ‘talent’ within organisations. A critical analysis of how talent is defined, and how this impacts on individuals’ capacities for ethical reflection, allows us to highlight the ethical ambiguity inherent in talent management (TM). We then highlight examples of some ‘bad’ consequences of TM, and explore some ‘good’ counter‐examples. To highlight what may be ‘possible’ in talent management, we propose a more constructive relationship between talent management and ethics based on two dimensions: (1) the acceptance of ambiguity and personal struggle and (2) the development of more qualitative approaches to performance that could enable a better understanding of and sensitivity towards the broader context within which organisations function.