Social Media and Its Impact on Our Privacy Today Essay Example for Free

Social Media and Its Impact on Our Privacy Today Essay According to the Merriam-Webster Dictionary Privacy is the quality or state of being apart from company or observation. Ever since the creation of Facebook, Twitter and other Social Media Outlets privacy has been non-existent. One can be astonished that the definition of privacy still exists since the introduction and existence of Social Media. Social Media erased the concept of privacy in our day to day lives. Imagine the convenience of friends, family and your Facebook or Twitter family knowing everything about your day, mood and whereabouts; in this day and age the world also knows what you’re eating, when and where. How did this happen Facebook started off as a connection platform for college students. To share updates, experiences and an advanced friend database based on education. Shortly after it became open to everyone and instead of being a place to stay connected it became a virtual diary of one’s day, vacation and life. It wasn’t enough that Facebook statuses were general. The world was now introduced to Twitter with a play by play updates on one’s daily life. According to character Father Brendan Flynn: â€Å"Doubt can be a bond as powerful and sustaining as certainty. When you are lost, you are not alone. †(Doubt). When everyone is able to follow your posts and location on Facebook you’re not lost, on the contrary you are found. When everyone is able to read you’re constantly updated tweets you are not lost. With Social Media uncovering our personal lives to the world we are not lost we are however alone. Since Social Media makes it easy to â€Å"share† our experiences ironically we become alone as there is no need for physical interaction with friends and family. So what do we do? How do we overcome Social Media and retain our privacy again when Facebook and Twitter have been such an integral part of our lives with advertising, personal updates and virtual sharing? According to Audrey Siegel, media agency Target Cast President â€Å"You don’t have any control, quite honestly†. Social Media is here to stay with its’ good and bad, however it is up to us to control and regain our privacy.

Causes Of The Salem Witch Craft Trials :: essays research papers fc

Witchcraft, Insanity, and the Ten Signs of Decay Since there never was a spurned lover stirring things up in Salem Village, and there is no evidence from the time that Tituba practiced Caribbean black magic, yet these trials and executions actually still took place, how can you explain why they occurred? The Salem Witchcraft Trials began not as an act of revenge against an ex-lover, as they did in The Crucible, but as series of seemingly unlinked, complex events, which a paranoid and scared group of people incorrectly linked. And while there were countless other witchcraft trials, Salem’s trials remain the best-known. In Salem, fears of witchcraft perpetuated by popular writings were personified when two girls were said to be bewitched. A hysteria overcame the people of Salem, whose trials went awry. In less than six months, 19 men and women were hanged, 17 innocents died in filthy prisons, an 80-year old man was crushed to death, and two dogs were stoned to death for collaborating with the Devil (Richardson 6). How could an entire village, including scholars, believe in witchcraft? Were these trials justified? Or were they evil, as many people think? How could respected, learned men believe the accounts of psychotics? Most importantly, could the trials have been avoided? A major cause of the Salem Witchcraft trials was superstition, an â€Å"irrational [belief] ... resulting from ignorance or fear of the unknown† (Saliba). A lack of scientific reasoning led many people to believe that, for instance, walking under a ladder would bring seven years of bad luck. The Puritans in Salem had even more reasons to be superstitious. Cotton Mather’s â€Å"Memorable Providences, Relating to Witchcrafts and Possessions,† with its inaccurate accounts of witchcraft, terrified. In addition, crude medical techniques, constant food poisoning, and unsanitary conditions killed many Puritans. (In the Trials, dead people and dead livestock were used as evidence of witchcraft.) More importantly, war with a nearby Indian tribe was imminent (Schlect 1); when livestock died, the Puritans thought their village was cursed, vulnerable to Indian attack. With several factions vying for control of the Village, and a series of legislative and property disputes wi th the nearby Salem Town which controlled Salem Village, it is easy to see how the people of Salem were so vulnerable to the notion of witches taking over their town. The Puritans who settled in Massachusetts left England because they thought the Church was obscuring God’s glory with its obsession of earthly things.

Social Policy In Canada

The Minister of Finance, Paul Martin, announced that Canada had a record a surplus of $2. 9 billion, their promises of tax relief have been executed and the unemployment rates has fallen to 7. 5 per cent, its lowest level in more than nine years (Finance Canada). The costs of this good news are the budget cut of the federal government on social welfare programs in recently years. Hospital rejected to accept new patients. Toronto High Schools was shut down. Homeless people sleep outdoors. Is the monetary policy that Mike Harris exercising harms the people? The aim of this article is to look at historical reason of Canada being a welfare state and being changed to a more capitalistic society. The era of Keynesian Welfare State (KWS) and contemporary Neo Liberalism and the effects of Mike Harris† government policy will be discussed In 1878, McDonald national policy was introduced. McDonald introduced a set of import tariffs to protect the domestic market. This policy became the diving force of Canadian economy until 1930†³s with the problems of the great depression, world economic crisis and government deficit. In 1936, John Maynard Keynes published his book â€Å"The General Theory of Employment, Interest and Money†. He argued that a depression was a short run phenomenon because of a lack of demand. If the government could inject money to the private sector, the private sector would be better off and spending money and the government could collect tax. It has been called as demand-management policy. The crises were solved by the breakout of the Second World War (WWII) in 1937. After WWII, many governments (including Canada, UK and US) pursued Keynesian demand-management policy. On the level of production, in 1940†³s, Henry Ford decided to bring a new method of production, assembly line production, with a 5 dollars day policy. His idea was to create a new type of workers who could afford to own cars and to avoid alienation of workers. Ford also brought along many workers† benefits such as consultants to make the workers concentrating on their jobs. This concept, Fordism, became a system that there was a matching of mass production with mass consumption. Fordism also led to the recognition of collective bargaining power. Unions were established to bargain for their rate of wages and everyone automatically became a union member. The power of unions was continually growing up while word output grew at an unprecedented rate of 3. 9 per cent annually during the golden age (1950-1973) (Held 164). On the level of finance, the Bretton Woods agreement was also signed during KWS period in 1944. The core of Bretton Wood System (BWS) was the agreement of International Monetary Fund (IMF). † The purpose of IMF is to promote international monetary cooperation, exchange stability†¦ o provide temporary financial assistance to countries under adequate safeguards to help ease balance of payments adjustment† (IMF). With the BWS, capital outflows were strictly controlled. For nearly three decades, governments were relatively free from the constant treat of capital withdrawal as today. Away from the treat enabled them to â€Å"be far more responsive to demands from the electorate – demands that usually involved policies aimed at achieving full employment and developing social programs. † (Howlett 540). In Canada, government introduced new social and welfare programs, for example, unemployment insurance, family allowance, Canada assistant plan and health care program. Post-secondary education was funded. By the demand management policy, the fund to welfare programs would be automatically adjusted with the number of unemployment. These were the origin of our existed social welfare program. Capital controls also created stable currency values that helped to promote World Trade. After1945, the size of government sharply increased as new government institution and new programs were added. The government grows and the government expenditure made up to around 40% of Gross Domestic Product (GDP). Any major decision made by the government would have a great influence to the market. On the other hand, business corporations lost their influence to government as they had during the era of National policy. On the level of trade, the primary international trade agency, General Agreement on Tariffs and Trade (GATT) was formed for tariff negotiations in 1947. The aims of GATT were â€Å"Raising standards of living, ensuring full employment and a large and steadily growing olume of real income and effective demand, developing the full use of the resources of the world and expanding the production and exchange of goods, Being desirous of contributing to these objectives by†¦ the substantial reduction of tariffs and other barriers to trade and to the elimination of discriminatory treatment in international commerce† GATT formed the framework for seven rounds of global tariff reduction negotiations. During the golden age, the Canadian experienced a low unemployment rate, low inflation rate and small deficit on government. However, with the increasing activities between nations, KWS started to face new problems. Firstly, the rise of the Eurocurrency market in the 1960s placed increasing strain on the BWS. US dollars became under the pressure the inflation and a growing trade deficit and finally on 15 August 1971 President Nixon shocked the world financial market by announcing that the dollar was no longer to freely convertible into gold, effectively signally the end of fixed change rates. This action increased the pressure on BWS. By 1973, the BWS had collapsed. Secondly, the collapse of Bretton Woods was compound in 1973 by the decision of the Organization of Petroleum Exporting Countries (OPEC) to quadruple the price of oil, effecting a huge transfer of funds from oil-importing countries to oil-exporting countries. Oil-exporting countries were left with a large surplus to invest on international money market. The banks lent increasingly to developing countries. In the process both the intensity and the extensity of global flows were transformed. (202). Thirdly, the rate of growth is declined as Fordism reached its maximum marginal value of production. The rise of the price of oil also played a role in the declining marginal value. In 1970†³s, the economy experienced a stagflation that there were both high inflation and high unemployment rate existed. There was an increasing deficit because of decreasing tax revenues and increasing expenses on welfare programs as the function of automatic stabilizer. Since Keynesian provided no explanation and solution to stagflation, monetarism helped to explained it. Milton Friedman was a monetarist and he argued that â€Å"any attempt to manage the level of demand in a Keynesian way would simply be destabilizing and make things worse. The role of government is simply to use its monetary policy to control inflation and supply-side policies to make market work better and reduce unemployment† In 1975, the bank of Canada officially adopted monetary policy. On the level of production, Multinational Corporations (MNCs) have grown there has been a significant transnationalization of production expressed in the emergence of global production and distribution networks. The North American Free Trade Agreement (NAFTA) encourage the development of three major market: Canada, Mexico, US such that â€Å"MNCs have been induced to locate production insides each of these blocs† (David 243). Since Mexico have little regulations toward employment†s welfare, environmental protection and US has been the major investor of Canadian manufacture sector, Canada has to deregulate many laws in order to attract US and other foreign investments to continue investing on Canada. In 1989, the trade relationship between Canada and US have moved forward, culminating in the establishment of†¦ Canadian – American Free Trade Agreement (FTA) (Howlett 540). In worldwide, many production sites were shift to the Third World Countries where had no unions or little power on unions and no regulations on working condition and environment protection. On the level of finance, during the 1970†³s and 1980†³s the national capital controls became less and less effective because of grow of Euromarket and the collapse of BWS. One of the aims of World Bank, which is founded in1944, is to â€Å"Promoting reforms to create a stable macroeconomic environment, conducive to investment and long-term planning† (World Bank). World Bank provide nearly $30 billion in loans annually to its client countries, therefore we can see the political and economic influences it has on these countries. IMF also plays an important role on providing financial help to its client countries. However, the rules accompany the agreement on the loan may not a good news to the people. One of the rules is to decrease deficits of the government and the most efficient way to decrease deficits is to cut social welfare programs. Reducing the subsidy to certain industries will lead to lose of jobs. An argument which come up lately is that US government argues that the health programs in Canada is a form of subsidy to industries because in US, workers need to buy health insurance and hence increasing the cost of production. This is violating the agreement of FTA. This kind of rule is seriously hurting the benefits of the workers in Canada. Knight noted that â€Å"ceilings on interest rates reduce the efficiency of financial intermediation and the signals for profitable investment† (Knight 17), but not for the benefit of working class. If the interest rate is high, the working class have to pay more interest on their mortgage payment. On the level of trade, the formation of Business Council on National Issues in 1976 has a long-term effect on Canadian policy making. Since most of the members of BCNI are large corporation, they have the power to influence government policies though business action. It had helped to solve the Albert oil crisis and the establishment of NAFTA. When the politics are making decision that will effect business realm, they will concern the reaction of those investment companies, but they do not spend so much concern on unions. 0 per cent of Canada-U. S. trade is concentrated in the hands of just 200 companies. A survey of the employment practices of companies belonging to BCNI shows that 37 members of this powerful group that lobbied so hard for the FTA and NAFTA have reduced their payroll by a total of 215,414 employee between 1988 and 1994 (Dillion, 95). Social programs cut over the last seven years, big business has successfully campaigned for less government regulation and for the weakening of social programs in â€Å"the name of leveling the playing field number† (Dillion, 96). we are to stop the headlong race to the bottom for our economic, social and environmental affairs as well as the erosion of our culture†said Dillion (98). Now, we are not racing for our public goods. If we continue to allow corporation lobbies to influence our government decision making, our existing public goods will be disappeared too. Though 1980†³s to 1990†³s, many government programs were cut, industries like communications were deregulated, and many government services and corporations were privatized at both the federal and provincial levels. According to McQuaig, even though governments were powerless to bring down unemployment by using the key levers of monetary and fiscal policy, they were able to reduce it by taking away crucial social support systems, thereby making the worker feel more desperate to work. † (McQuaig 37) This is the policy that Mike Harris† government doing right now. During 1995 to 1996, these two year, Federal Government cut her health expenditure from 9024 millions to 1077 millions, education expenditure from 6254 millions to 3355 millions (drop nearly 45 per cent), transportation and communication expenditure from 5192 millions to 3306 millions. Only General-purpose transfers expenditure was increased from 10429 millions to 23834 millions dramatically (Statistics Canada). By 1998/99 the liberals will have cut $7 billion in social transfers to the province (Red book, p. 74). When the government cut the budgets on welfare and on the other hand cut the tax together, the victims will be the lower class family. Cutting the education funds presents students have to pay more tuition fees and increase the burden of their family. Cutting the health expenses lead to hospital refuse to accept new patients and hurt the people who need medical attention. Since the government does not provide low rent housing, many families, not a single person, cannot afford to live in a decent home and need to live outdoor with the danger and harsh weather nearby. Only 34. 9 per cent of unemployment workers received UI benefit (Godin). Federal government also sets new rules that people who are receiving UI need to do volute works but they ignore the fact that some people need to take care the children and cannot go to work. People also need to pass drug test to be eligible for receiving UI. Privatizing public corporations such as hydro will eventually lead to increase the fees and thus in add burden to the poor. Ontario sells Highway 407 to private company and about half years later the fees are increased. â€Å"Canadians values have moved away from the socially responsible and pragmatically interventionist liberalism that had for decades been their dominant characteristics† (Pratt). It is true that Canadian economy is benefit from these changes and brings our economy away from the crisis of the deep depression. However, we will lose the public good that have been existed in our society for nearly 50 years if our society approach the format of capitalism. Although adopting monetary policy hurts the benefit of the workers, it is clear that we cannot go back to the period of KWS. Howlett noted, â€Å"Keynesianism also includes the concept of market failures and economic efficiency† (Howlett 540). If we can find a balance between Keynesianism and Neo-Liberalism, we can still have the benefits of our welfare and economic efficiency.

Talent Management And Its Link To Leadership And Management Development - Free Essay Example

Sample details Pages: 7 Words: 2242 Downloads: 10 Date added: 2017/06/26 Category Statistics Essay Level High school Did you like this example? Talent management and its link to leadership and management development 1. Introduction The word talent represents, in particular in this essay, expertise or the knowledge gained through experience à ¢Ã¢â€š ¬Ã¢â‚¬Å" expert skills or experience/knowledge in a particular field. By the term talent management, the author refers to managing the four stages of the following process. Don’t waste time! Our writers will create an original "Talent Management And Its Link To Leadership And Management Development" essay for you Create order First, selecting and employing skilled individuals according to the organisations need for skills, second, providing them with an environment in which they can apply their skills in practice with respect to improving the employers business performance, third, developing their talent in order to further support organisations business plan, and fourth, retaining those individual, or retaining their knowledge. The next part of the essay presents the investigation of these processes and interdependence between, in detail. In this essay, the author illustrates the great interdependence between the continuous improvement of the four stages and success of talent management. The two key objectives of this essay are, first, to investigate the concept of talent management, in detail, and second, to present insights into the relationship between talent management and leadership/management development. 2. The concept of talent management Talent Management has been the cornerstone of Human Resource Management (HRM) strategy in many organisations for over a decade. Sparrow et al. (2014) affirm that although, over a decade, talent management has been considered an important factor in advancing business performance, the concept of talent management has not been precisely defined, nor it received a theoretical development. For that reason, success of applied talent management has not been agreed upon. Barlow (2006) explains that most of organisations focus on the leadership roles or employees who have the potential for such roles and do not have a certain clarification of what they consider talent. She adds that the talent management practices and Human Resource activity, in these organisations, become alike and interchangeable terms. Lewis and Heckman (2006) remark that this uncertainty and confusion exists for the reason that various terms are used interchangeably with regards to different elements of talent manage ment (such as, Human Resource Planning or Succession Planning), although each has specific practices mostly different than the other ones. Davis (2007) describe that talent management is strategic corporate approach which comprises interdependent processes of first, employing individuals who have talent(s) required for a particular employ, second, retaining those employees and third, further developing their talent to achieve preferable business performance, consistently. He explains that achieving optimum business performance through these three processes of talent management would be feasible, only if the management itself is talented. Davenport, et al. (2010) explains that analysing, for example supply chain management or customer relationships is very similar to analysing talent, for the reason that they have comparable analysing process from the start to the end. They explain that analysing talent begins with clarification of identity à ¢Ã¢â€š ¬Ã¢â‚¬Å" individuals professio nal background à ¢Ã¢â€š ¬Ã¢â‚¬Å" and ends with aligning changing needs of the organisation with real-time deployment of talent. 3. Four stages of talent management strategy 3.1. Sourcing talent The two methods of sourcing talent are internally à ¢Ã¢â€š ¬Ã¢â‚¬Å" selecting current employees within the organisation who have the required talent and can shift position or department or employees who , for example, can participate in more than one project à ¢Ã¢â€š ¬Ã¢â‚¬Å" and externally à ¢Ã¢â€š ¬Ã¢â‚¬Å" looking for talent outside the organisation. Sourcing talent internally has significant priority. One of the first criteria that each corporate assigns to sourcing talents, as Davis (2007) suggests, should be assuring that the needed talent does not exist or is not available within the corporate, for the reason that, current employees have a better understanding of the business through experience and also the corporate has a clear understanding of its employees profiles. Knowing that, either sourcing internally or externally requires adopting an appropriate sourcing talent technique. He remarks that one of the most important elements of a reliable technique is to clarify the skills or personal qualities the source needs to have to deliver what is required, rather than focusing on the job description. In other words, how individuals accomplish specific tasks should receive more attention than the number of tasks they can maintain. In order to specify the skills required for a certain job in the organisation, the author suggests applying cross-functional decision making concerning talent. Cross-functional collaboration literature (e.g. Levy, 2011; Hislop, 2005; Slagter, 2009)suggest that the main advantage of bridging HRM and the function within the department, which requires the talent, gives the experts in both departments to set the most feasible talent selection criteria. Davenport, et al. (2010) describe that analytical HR consist of collaboration between HR and other functions or departments. This collaboration will result in optimum talent management through which the organisation would benefit the most from its intellectual capital. They expla in that Analytical HR integrates individuals performance data with organisational objectives which be followed by better understanding the areas which need talent development. This shows the great interdependence between this element of talent management and talent development. 3.2. Work environment In this part of the essay, the author investigates the relationship between work environment/climate and successful talent management from two parallel perspectives. Firstly, the impact of work environment on employee satisfaction and productivity is non-negotiable and its influence on success of talent management, in term of retention, is considerable (Botha, et al., 2011). In order to maximise the performance of talents, providing motivational features embedded in the design of work environment followed by satisfying talents need à ¢Ã¢â€š ¬Ã¢â‚¬Å" where they can elicit their skills fully à ¢Ã¢â€š ¬Ã¢â‚¬Å" is as critical as a competitive salary is for attracting and retaining talents. For example, as Yeh (2007) expresses, HR especial practices for highly mobile talents has positive impact on minimising turnover and maximising employee satisfaction. On the other hand, HR acculturation practices prepare a work environment, especially for entry level employees, in which employees w ill have the opportunity to better understand organisational beliefs and work towards its goals. The second perspective is the impact of work environment on knowledge elicitation and transfer between experts and other employees or functions within one organisation (Botha, et al., 2011; Hislop, 2005; Hofer-Alfeis, 2008). There is another great interdependence between two stages of talent management, motivational work environment and retaining experts knowledge. The author investigates this element in detail, in section 3.4. 3.3. Talent development Education and training In the process of talent management, continuous talent development plays an important role. Davis (2007) affirms that one of the fundamental talents required in advancing talent management is learning ability of candidates. Moreover, education element of this process is not limited to academic degrees. It includes professional workshops, certain courses and so on. Skilled workers will have the opportunity to further develop their knowledge and learn about the current works in their area of profession. Communities of practice Hislop (2005) defines that community of practice represents a group of people who, to some extent, have shared identity, common knowledge and overlapping values which results in creating social conditions conductive to knowledge sharing. Motivating communities of practice, and in particular the ones including skilled workers, to actively participate in sharing, creating and utilizing knowledge will be followed by individuals talent development. Significant advantage of this element is increase in the transfer of experts knowledge to other employees followed by reducing the impacts of leaving experts and its risk for the organisation. . Fisher and White (2000) emphasise that supporting effective communities of practice networks have significant motivational role in retaining experts and as a result, reducing knowledge loss. Cross-functional practices As mentioned in section 3.1, talent management advances through collaboration between functions from the start point of the process. Promoting cross-functional experts collaboration will also create an opportunity to better identify the areas that needs further talent development. The author suggests shifting from centralized to cross-functional (decentralized), for example in HR practices, assist the performance of talent management, and illustrated the details associated with this method in Figure 1. Figure 1: Cross-functional communication chain 3.4. Retaining talent/knowledge One of the most influential HRM practices for retaining talents or at least their knowledge, suggested in Human Resource (HR) literature, is motivation. Motivation is foundation of almost all other strategies required for talent retention, for example reward systems (Menon Pfeffer, 2003). Reward systems are, in fact, a major factor motivating employees to collaborate efficiently and effectively (Droege Hoobler, 2003). Winkelen and McDermott (2008) report that not many organisations employ proactive strategic approaches to prevent talent loss, instead most of them seek ad hoc and reactive approaches. After investing time and money in addition to sharing corporate strategies with talents, the main concern for any organisation would be retaining talent as long as possible. Although the organisation does benefit from this investment in terms of overall performance improvement, every organisation wants continuous profit from this investment. If the talents leave the organisation th en not only the whole process needs to be repeated resulting in extra investment but also, particularly in the cases that talents shift to competitors as they take their knowledge of the corporate with them which is higher in risk than any other expenses the organisation might face. Hofer-Alfeis (2008) characterises leaving experts/talents a significant challenge for HRM more than any other function within an organisation. He explains that retiring, shifting positions within an organisation or shifting to another organisation raises the need for approaches through which the organisation, at least, retain the experts knowledge when retaining the experts themselves is not possible. De Long and Davenport (2003), Levy (2011) and Winkelen and McDermott (2008) affirm that the fundamental step in any talent retention strategy should, first, include identifying talents critical to business performance and, second, using tools and techniques assuring transfer of their tacit/undocumented k nowledge to other employees within the organisation. Among the HR practices, Hofer-Alfeis (2008) suggests, job rotation is one of the most reliable ones in terms of spreading the knowledge and making the organisation less dependent on talents. Slagter (2009) adds that network building and conducting seminars facilitates knowledge elicitation and transfer between experts and other employees. Hislop (2005) affirms the interdependence between recruitment and selection process and retaining knowledge. He explains that selecting and recruiting talented individuals with compatible values to those of existing culture of the firm, and the ones who are willing to engage in knowledge transfer practices, will further facilitate the process of talent management. 3.5. Summary The four stages of talent management strategy investigated in section 3.1, 3.2, 3.3 and 3.4 is summarised in Table 1. Talent management stages Method Elements Sourcing talent Internally/externally Candidate identity Experience Expertise Qualifications Organisational critical needs Work enviroment N/A Work culture Work performance review HR and employees communication ways Addressing employees concerns Employee welfare Salaries Risk of job loss Talent development Internally/externally Education Training Communities of practice Cross-functional collaboration Retaining talent/knowledge N/A Opportunites for employee career development Competitive employee support Knowledge elicitation and transfer Table 1: Four stages of talent management 4. Concluding marks The qualitative analysis in this essay highlighted that talent management is not limited to HR practices. It showed that to succeed in talent management, a strategic approach, involving many functions within a firm, is a necessity and it will benefit from covering all the four stages of strategic process of talent management proposed, in parallel. Moreover, findings of detailed investigation of elements of each stage revealed that there is a strong interdependence between all the stages of talent management strategic processes and there is a great need for continuous improvement of the process to achieve advanced business performance. The author concludes that talent motivation à ¢Ã¢â€š ¬Ã¢â‚¬Å" such as providing great place to work at, opportunities for developing career and so on à ¢Ã¢â€š ¬Ã¢â‚¬Å" has the greatest effect on success of talent management and especially retaining experts or expert knowledge. Furthermore, talent management strategy that aims at improving business c ompetitive performance needs professional leadership and management talents. Works Cited Barlow, L., 2006. Talent development: the new imperative?. Development and Learning in Organisations: An International Journal, 20(3), pp. 6-9. Botha, A., Bussin, M. de Swardt, L., 2011. An employer brand predictive model for talent attraction and retention. SA Journal of Human Resource Management, 9(1). Davenport, T. H., Harris, J. Shapiro, J., 2010. Competing on talent analytics: What the best companies know about their people and how they use that information to outperform rivals. Harvard Business Review , 88(10), pp. 52-58. Davis, T., 2007. Talent Assessment A New Strategy for Talent Management. s.l.:Gower Publishing Limited. De Long, D. W. Davenport, T., 2003. Better practices for retaining organisational knowledge: lessons from the leading edge. Employment Relations, 30(3), pp. 51-63. Droege, S. Hoobler, J., 2003. Employee turnover and tacit knowledge diffusion: a network perspective. Journal of Managerial Issues, 15(1), pp. 50-64. Fisher, S. White, M. , 2000. Downsizing in a learning organisation: are there hidden costs?. Academy of Management Review, 25(1), pp. 244-251. Hislop, D., 2005. Knowledge management in organisations: A CRITICAL INTRODUCTION. s.l.:Oxford University Press. Hofer-Alfeis, J., 2008. Knowledge management solutions for the leaving expert issue. Journal of Knowledge Management, 12(4), pp. 44-54. Levy, M., 2011. Knowledge retention: minimizing organisational business loss. Journal of Knowledge Management, 15(4), pp. 582-600. Lewis, R. E. Heckman, R. J., 2006. Talent management: A critical review. Human Resource Management Review , Volume 16, p. 139à ¢Ã¢â€š ¬Ã¢â‚¬Å"154. Menon, T. Pfeffer, J., 2003. Valuing internal versus external knowledge. Management Science, 49(4), pp. 497-513. Slagter, F., 2009. HR practices as predictors for knowledge sharing and innovative behavior: a focus on age. International Journal of Human Resources Development and Management, 9(2/3), pp. 223-249. Sparrow, P., Scullion, H. Tarique, I. eds., 2014. Strategic Talent Management: Contemporary Issues in International Context. s.l.:Cambridge University Press. Winkelen, C. McDermott, R., 2008. Facilitating the handover of knowledge. Knowledge Management Review, 11(2), pp. 24-27. Yeh, Y., 2007. A renewed look at the turnover model for accounting knowledge work force. Journal of the American Academy of Business, 11(1), pp. 103-109.