Exploring Employee Engagement with (Corporate) Social Responsibility: A Social Exchange Perspective on Organisational Participation

Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature

“…Specifically, SET (Blau 1964) and equity theory (Adams 1963) are utilized to explore the volition that individual employees have toward their engagement with organizational practices, and to consider the implications of exclusive TM practices on the 'implicit social contract between an organization and its employees' (Slack et al 2015, p. 537). This is in keeping with recent research by He et al (2014) and Slack et al (2015), who employ SET to unpack the effects that perceived organizational justice and employee reactions to organizational HRM practices have on employee engagement with their respective organizations' practices.…”

“…The propositions are also consistent with the work of Wooten and Cobb (1999) who assert that organizational practices and career development interventions are 'prone to perceptions of distributive, procedural and interactional fairness' (Wooten and Cobb 1999, p. 177) by employees. Existing studies also link the organizational commitment of employees to their perception of the value and fairness of their organization's actions (Björkman et al 2013;Gelens et al 2014;Slack et al 2015). However, our research reveals a gap in the literature, on both the organizational justice and ethics of exclusive TM, and the impact of exclusive TM on employees not considered 'talented'.…”

“…The overarching premise in this paper is that employees, who are recognized by the organization as 'talented', will have a positive perception of the value and fairness of the organization's actions as part of their relationship (Björk-man et al 2013;Gelens et al 2014;Marescaux et al 2013;Slack et al 2015). In being included in the talent pool, they will experience greater perceived organizational support, recognition and development, leading to greater organizational commitment (Gelens et al 2014;Marescaux et al 2013;Vosloban 2013), lower turnover intentions (Björk-man et al 2013;Snell 2009) and higher perceptions of justice (Gelens et al 2014) and fairness (Ghosh et al 2014).…”

“…Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational… Towar d the Conceptualization SET and equity theory (Adams 1963;Blau 1964;Hofmans 2012;Slack et al 2015) are founded on the premise that employees seek to uphold what they perceive to be a fair balance between their organizational inputs, and what they receive in return or as reward, with equity theory allowing for comparison with referent others. Each employee will perceive whether their inputs are, or are not, reciprocated by the organization, and therefore will experience either more favorable or less favorable perceptions of fairness and justice (Adams 1963;Colquitt 2001).…”

“…(2000), Saks (2006) and Wright and Nishii (2006) E. P. O'Connor, M. Crowley-Henry effect on the employees categorized as 'talented', creating a positive perception of the value and fairness of the organization's actions as part of their relationship (Björk-man et al 2013;Collier and Esteban 2007;Gelens et al 2014;Marescaux et al 2013;Slack et al 2015). Therefore, employees who are identified as 'talented' will perceive that the organization has fulfilled their side of the exchange relationship, and will experience more favorable perceptions of distributive justice (Erdogan 2002;Gelens et al 2014;Ghosh et al 2014).…”