IMPACT OF TALENT MANAGEMENT IN GIG ECONOMY

Abstract

Instead than extending employment contracts with one company, gig workers typically have short-term contracts with several different companies. The normal talent management interaction recommended by the human resource (HR) professional bodies must be modified for involvement with gig workers. This common situation is frequently seen as an asset perspective wherein human resource management (HRM) aims to create an engaged workforce through talent managerial activities to reap the profits of loyalty and discretionary effort. This article makes the claim that the disruptive tendencies of the gig economy have affected HRM, particularly the field of talent management. Due to a loss of reciprocity and hyper-individualism, the gig economy is problematic for the avowed ideals of prevalent approaches to talent management. The circumstances for giggers to be described in supply management terms at both high and low skilled portions of the gig economy are produced by the atomization of work through task gradually phasing.