This paper discusses the possibility of a growing tension between employee progression and capability development which emerges as a result of talent management strategies. It is argued that the inter-relationship between the increasing trend to develop talent management strategies, combined with skills shortages and the attitudes of ‘Generation Y’ employees, leads to the outcomes being, potentially a reduction, rather an increase, in organisational capability. A qualitative case study is used to demonstrate this potential relationship and develop an agenda for future research.
|Number of pages||10|
|Publication status||Published - 2008|
|Event||The Twelth Annual Conference of the international Research Society for Public Management (IRSPM XII) - Brisbane, Australia|
Duration: 26 Mar 2008 → 28 Mar 2008
|Conference||The Twelth Annual Conference of the international Research Society for Public Management (IRSPM XII)|
|Period||26/03/08 → 28/03/08|