分析
独创性
一套
背景(考古学)
管道(软件)
知识管理
人力资源管理
工作(物理)
计算机科学
心理学
数据科学
工程类
政治学
社会心理学
法学
生物
程序设计语言
机械工程
古生物学
创造力
作者
Guorong Zhu,Lan Wang,Douglas T. Hall
标识
DOI:10.1108/ijm-07-2022-0341
摘要
Purpose This paper employs human resources (HR) analytics to investigate the pathways through which high-potential managers ascend to C-suite positions, and how different developmental paths influence turnover among executives. Design/methodology/approach By combining job analysis and competency assessment with sequence analysis, the authors utilize HR analytics to analyze the work experiences of 53 general managers spanning 57 years (n = 2,742), encompassing various roles, job requirements, and 20 executive competencies attached to over 1,000 positions. Findings This study's findings reveal three distinct developmental paths that lead to the C-suite, characterized by differences in the content, context, timing, and complexity of work experience. Furthermore, the authors identify that a more complex developmental path tends to reinforce executives' competency in self-awareness while inhibiting their development of technical competency, ultimately resulting in reduced executive turnover. Originality/value By employing HR analytics to analyze empirical data embedded in job and organizational contexts, this study sheds light on the critical role of timing and complexity of work experiences in executive development. It also offers practical implications for firms seeking to optimize their leadership pipeline and reduce executive turnover by leveraging HR analytics effectively.
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