At present, 80% of the employees are no longer engaged in their work and capable of performing, while 44% are experiencing work related stress and getting sick from working. A significant increase in time spent on interpretation at work trying to understand what managers and colleagues are saying has been observed too. This book offers a critical view on vocational inventory tests and the development of the work language and the use of it describing work identity. As well as a neurophilosophical perspective on self and work identity, this book provides a plausible neurophilosophical explanation for the negative impact of losing work identity on our work behavior, well-being, and success. Furthermore, the author introduces the innovative Work Identity Pro, the first work identity test to independently measure work identity. It will be of great interest to scholars and students of human resources management, organisation studies and organisational psychology. It will also be of interest to managers and those with an interest in work identity, behaviour and well-being.

Demystifying Talent Management questions the explanation of talent, that anyone who has 'more' has a talent, and demonstrates how the term 'talent' has become an empty signifier. The book asks if talent exists at all, and reflects on what the consequences for talent management within business and sports would be if this were the case.

This edited collection offers a critical appreciation of talent management in contrast to the extensive literature adopting mainstream approaches to the topic. The authors explore fundamental questions in the field to better understand why managing talent seems so attractive as a management practice, the meaning of talent, and how talent is recognised in organisations. The mix of conceptual and empirical chapters in the book teases out some critical perspectives that will provoke thought and reflection among practitioners and stimulate ideas for new research topics and approaches. The diverse contributions presented in this book will undoubtedly be of use to academics, practitioners and postgraduate students of human resource management.

This edited collection offers a critical appreciation of talent management in contrast to the extensive literature adopting mainstream approaches to the topic. The authors explore fundamental questions in the field to better understand why managing talent seems so attractive as a management practice, the meaning of talent, and how talent is recognised in organisations. The mix of conceptual and empirical chapters in the book teases out some critical perspectives that will provoke thought and reflection among practitioners and stimulate ideas for new research topics and approaches. The diverse contributions presented in this book will undoubtedly be of use to academics, practitioners and postgraduate students of human resource management.