2016
DOI: 10.1108/er-07-2015-0155
|View full text |Cite
|
Sign up to set email alerts
|

Abstract: Purpose: An organisation's management of talent is central to its opportunity to benefit from human capital (HC). Closer examination of the impact of strategic talent management (STM) on the psychological contract (PC) and employee organisation relationship (EOR) of talented employees is imperative if STM is to achieve intended organisational performance outcomes. Conceptualising the talented-employee perception of exchange as the "talent deal" and experience of STM over time as the "talent journey", an empiri… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
2
1

Citation Types

5
38
0

Year Published

2016
2016
2023
2023

Publication Types

Select...
7
1

Relationship

0
8

Authors

Journals

citations
Cited by 53 publications
(43 citation statements)
references
References 67 publications
5
38
0
Order By: Relevance
“…Thus, King (2016) referred to the great role of HRM in supporting TM. However, despite the critical role of TM to achieve competitive advantage for organizations, most literature in this area was theoretical and merely assumptions on one hand and there are no studies have been investigating the relationship between HRMA and TM on the other hand.…”
Section:  Retaining Talentsmentioning
confidence: 99%
“…Thus, King (2016) referred to the great role of HRM in supporting TM. However, despite the critical role of TM to achieve competitive advantage for organizations, most literature in this area was theoretical and merely assumptions on one hand and there are no studies have been investigating the relationship between HRMA and TM on the other hand.…”
Section:  Retaining Talentsmentioning
confidence: 99%
“…allocating 90% of the resources to 5% of employees) may easily trigger psychological disagreements between groups, this approach requires more research attention to ensure that selection processes are reliable, accurate and transparent (Dries, 2013;Sheehan & Anderson, 2015). In addition, we propose that making the TM strategy transparent enhances employees' psychological contract with their organisation and increases their motivation for further development; this idea is in line with social exchange theory (Blau, 1964), which suggests that organisations' investment in workforce development alters employees' exchange expectations (King, 2016).…”
Section: A Psychological Framework For Talent Managementmentioning
confidence: 67%
“…The advantage of revealing talent status to individuals is that this potentially affords motivation and commitment to those identified in talent pools or higher measurement categories (Gelens, Dries, & Hofmans, 2013;Swailes & Blackburn, 2016), creating an enhanced perception of social exchange within the psychological contract (King, 2016). Of course, those identified as 'non-talent' or in lower measurement categories may experience negative reactions such as loss of engagement or withdrawal behaviours (Gelens et al, 2013;Swailes, 2013;Swailes & Blackburn, 2016), although for others this may act as a spur to improve.…”
Section: Should Individuals Be Told About Their Talent Status?mentioning
confidence: 99%
“…Of course, those identified as 'non-talent' or in lower measurement categories may experience negative reactions such as loss of engagement or withdrawal behaviours (Gelens et al, 2013;Swailes, 2013;Swailes & Blackburn, 2016), although for others this may act as a spur to improve. In addition, explicit identification as talent creates high exchange expectations, which, if not met, may cause psychological contract breach (King, 2016;Swailes & Blackburn, 2016). …”
Section: Should Individuals Be Told About Their Talent Status?mentioning
confidence: 99%
See 1 more Smart Citation