Inclusive/exclusive talent management, responsible leadership and organizational downsizing: A study of academics in Egyptian public business schools

Mohamed Mousa, Rami M. Ayoubi

Producción científica: Contribución a una revistaArtículorevisión exhaustiva

39 Citas (Scopus)

Resumen

Purpose: The purpose of this paper is to focus on three Egyptian public business schools in an attempt to explore the effect of inclusive/exclusive talent management on the organizational downsizing of academics and the mediating role of responsible leadership. Design/methodology/approach: A total of 330 academics were contacted and given a set of questionnaires. After three follow-ups, a total of 240 responses were collected with a response rate of 72.73 percent. Multiple regressions were employed to show how much variation in organizational downsizing can be explained by inclusive/exclusive talent management and responsible leadership. Findings: The findings highlighted a very weak statistical association between academics’ inclusive talent management and organizational downsizing, whereas a strong statistical association has been discovered between exclusive talent management and organizational downsizing. Statistical analysis showed that responsible leadership has no role in mediating the relationship between inclusive/exclusive talent management of academics and their downsizing. Research limitations/implications: The authors have focused on only three Egyptian public business schools, the matter that may limit opportunities to generalize the results of this study to private business schools and other faculties in Egypt. Future research could use a double source method. Practical implications: By preparing a set of academic competences, business schools will be able to classify their academic staff into talented and non-talented, and accordingly they can initiate their tailored downsizing strategies. Furthermore, undertaking a responsible strategy of downsizing, which includes and is not limited to justifying the need to decrease academic staff numbers to guarantee post-redundancy care practices for laid-off academics may alleviate many of the negative psychological, societal and economic consequences of downsizing. Originality/value: This paper contributes by filling a gap in HR management and higher education literature, in which empirical studies on the relationship between talent management and academics’ organizational downsizing have been limited until now. This may create better research opportunities for cross-disciplinary papers that should be done by HR, higher education and leadership scholars.

Idioma originalInglés
Páginas (desde-hasta)87-104
Número de páginas18
PublicaciónJournal of Management Development
Volumen38
N.º2
DOI
EstadoPublicada - 5 abr. 2019
Publicado de forma externa

Huella

Profundice en los temas de investigación de 'Inclusive/exclusive talent management, responsible leadership and organizational downsizing: A study of academics in Egyptian public business schools'. En conjunto forman una huella única.

Citar esto