Article Critique

Article Critique


The article critique’s objective is to determine if and how theinformation presented in the journal is of relevant contribution tohuman resource management, specifically relating to the field oftalent management.


The view of talent management as a summary of human resourcepractices has changed. It now refers to the identification of majorpositions within an organization, and the development of a fit talentpool to fill the positions. In this light, the article uses jobpromotion to determine what managerial skills enhance the chances ofa manager getting a promotion. Past research on job promotion hasonly concentrated on the competition for promotion among managers(DeVaro, 2006). Such studies have failed to consider the relevance ofmanagement skills as contributors to a manager’s promotion, whichis relevant when employing a talent management view.


The study aims at determining which managerial skills are relevantto an organization when making promotion decisions. Alternatively,the analysis of management skills relies on the differentiation amidhuman and social capital, as major indicators of performance(Seibert, Kraimer &amp Liden, 2001).


The study is important in explaining how the human and socialcapital management skills of experience, expertise and network sizehave a positive impact on a manager’s promotion. Further, theresearch informs on the need for tailored and unstandardized talentmanagement programs.

Literature review and theoretical framework

Claussen et al (2014) effectively uses the human capital theory todemonstrate how human capital (experience and expertise) enhances theperformance of a manager. The theory is applicable because itenhances understanding on how experience improves a manager’sdecision-making. Experience in turn enhances expertise, and a managerwith both skills stands a higher chance of job promotion. Moreeffective is the use of social capital to demonstrate how a managerthat has a larger network size supports promotion.

ResearchDesign / Constructs and Operationalization

The research is quantitative. The dependent variables are promotionto middle and senior management. Independent variables are expertise,experience and network size. The control variables are prior successand team size.

StudyParticipants/ Sample/ Literature Sample

Participants are individuals that have been involved in video gameprojects. The research observes 7003 promotions in middle managementand 3147 in senior management using systematic sampling.

Data collection

Data collection is from MobyGames website. The study employsdetailed information from game credits in specific job positions ofall persons involved in a video game development project. There is nolimitation to the data collection method rather, it is advantageousas it makes it possible to track career development during differentprojects.

Data analysis

The study uses models of survival analysis. This involves anestimation of the cox proportional hazard models to report howpromotion odds alter following a unit increase of the independentvariable. The limitation is that variables involved in the regressionhave a low correlation.

Results and findings

The results depict that a manager’s work experience and expertiseaffects middle-management promotions. The same applies to networksize. However, network size does not influence promotion insenior-management positions. Experience, network size and expertiseof an employee’s peers competing for a promotion have a negativeimpact on the employee’s chances of promotion.

Conclusion and relevance

The study is relevant to talent management by highlighting theimportant management skills applicable when during job promotions.This implies that standardized training is an ineffective humanresource practice because promotions cannot be based onstandardizations. Instead, the basis for management promotions shouldbe unique managerial skills.


The research topic changes current practice in talent managementtraining. The authors demonstrate that managers should have uniqueskills that enable them to compete for promotions. Hence, jobpromotions should begin to employ human and social capital as basisfor their promotions. The implications to talent management are toemploy unstandardized management training programs. In practice, theresults can be applied in making promotions from one job position toa senior one, and the promotion should be based more on theemployee’s expertise and experience.


Claussen, J., Grohsjean, T., Luger, J &amp Probst, G. (2014). Talentmanagement and career development: What it takes to get promoted.Journal of World Business, 49, 236-244.

DeVaro, J. (2006b). Strategic promotion tournaments and workerperformance. Strategic Management Journal,27(8): 721–740.

Seibert, S. E., Kraimer, M. L., &amp Liden, R. C. (2001). A socialcapital theory of career success. Academyof Management Journal,44(2): 219–237.