Purpose The purpose of the article is to investigate the role of talent management and employee psychological contract on employer branding and to develop a pragmatic conceptual model while identifying gaps between core concepts. Design/methodology/approach The archival method was adopted along with systematic review based on Khan et al.’s (2003) five steps of systematic literature review. The systematic review has enclosed published research articles between 1960 and 2022 in fields of human resource management (HRM), brand management and psychology. In total, 260 Articles were initially scrutinized, and 230 were systematically reviewed finally to explore core concepts, identify gaps and model development. Findings This study explored five gaps among key concepts based on systematic review and linked theories, namely, social exchange theory and signaling theory. A conceptual model has been developed to explore the impact of talent management on employer branding with mediating and moderating role of employee psychological contract. Research limitations/implications This study is limited to conceptual model development; nevertheless, there is enormous scope for empirically testing the model related to various global contexts in future studies. Originality/value The developed conceptual model is a vibrant contribution for future investigations of impact of talent management on employer branding with mediating and moderating role of employee psychological contract in diverse global contexts in wining “war for talent.” This study endows a momentous input to whole frame of HRM knowledge because it discourses significant knowledge gaps amongst relationships and effects of identified variables, which has not been formerly revealed.

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The purpose of the study was to examine the relationship between emotional intelligence and transformational leadership style and leadership effectiveness among academic heads in national universities in Sri Lanka. The Multifactor Leadership Questionnaire (MLQ form5x) developed by Bass & Avolio (1992) examined the transformational leadership style of academic heads as perceived by academic subordinates. Emotional Competence Inventory 2.0 (Sala, 2002) measured the four dimensions of emotional intelligence. The four dimensions were self-awareness, self-management, social awareness, and relationship management. Correlation and stepwise regressions were used to analyze the relationship between the variables of emotional intelligence and transformational leadership and leadership effectiveness in national universities in Sri Lanka. The statistical results of the study revealed that there was no statistically significant relationship between emotional intelligence an transformational leadership style of heads of the academic departments perceived by academic subordinates. The relationship between total emotional intelligence and leadership effectiveness was not significant.

This study explores the relationship between various predictors of union participation namely; union loyalty, union instrumentality, them and us attitude and workplace collectivism on employees' willingness to participate in union activities of public sector organizations in Sri Lanka. A structured questionnaire was distributed among randomly selected sample of 254 unionized employees in seven large scale highly unionized public sector organizations. The statistical results of the study revealed that member attitudes namely; union loyalty and union instrumentality were positively associated with union participation. However, union loyalty was the significant and most powerful predictor of union participation.

Talent management practices is one of the greatest inspiring aspects in ultra-modern phase’s HRM practices. Although the concept “talent management practices” is growing popularity over a decade with the debating nature, it had conceptual confusions due to the ambiguity nature of the underlying concepts. Effective talent management practices involve driving of business goals successfully while having a rewarding “talent pool”. Global HR specialists discovered talent management practices related to diverse industries. There is a tendency to be a discrepancy between intended and actual talent management practices. With this view, there are four key objectives in this exploratory study. The first objective is to resolve the existing conceptual confusions to the variable “Talent Management Practices” and to establish the definitions for the underlining concepts called, “Talent” and “Talent Management”. Afterward, the second objective is to explore the different “Talent Management Practices” operated in numerous global contexts including both manufacturing and service sectors. The third objective is to establish a definition for “Talent Management Practices”. The fourth objective is to identify the key dimensions of Talent Management Practices. The archival method was adopted by the researchers. The systematic reviewing process has covered empirical research on talent, talent management and talent management practices which have been published between 1990 and 2019 in academic journals and published books. Global manufacturing industries namely, cement manufacturing, steel case manufacturing, coal and mining, energy, automotive and service sectors namely, healthcare, hospitality, fast food service, banking, education, telecommunication and IT services are operating numerous talent management practices in attracting, acquiring, developing and retaining high performing talents. This research study is extremely imperative for future researchers in exploring avenues for context specific talent management practices relevant to various global industries. Further, resolving of conceptual confusions could significant in determining more aspects and perspectives towards talent management and its practices. Keywords: Talent, Talent Management, Talent Management Practices, Global Contexts