High potential programs and employee outcomes

Abstract

Organizations implement 'high potential' (HiPo) programs to identify, develop and retain their most talented employees (also known as high potential employees). However, much is still unknown regarding how these programs affect employees, and the link through which employee participation in HiPo programs affects employee outcomes remains a 'black box'. This research aims to open this 'black box' and examines the underlying mechanism through which HiPo program participation impacts employee outcomes.Drawing on social exchange, psychological contract and attribution theories, I conduct two studies to examine the impacts of HiPo program participation on various employee outcomes. In the first study, I hypothesize that employees who are included in HiPo programs (i.e., HiPo employees) will have higher affective commitment, lower turnover intent, and higher levels of organizational trust. Moreover, I hypothesize that organizational trust will mediate the relationships between HiPo program participation and employee outcomes (i.e., affective commitment and turnover intent). A cross sectional survey was used to collect data from one division of a large multinational company (n= 65). The results provided support for all hypotheses.The second study aims to replicate and extend the findings of Study 1. In this study, I examine the process through which HiPo program participation impacts employee outcomes by

When profession trumps potential: The moderating role of professional identification in employees’ reactions to talent management

“…This is in line with previous studies showing that indications of having talent status are associated with more favorable attitudes (e.g. Bj€ orkman et al, 2013;Malik et al, 2017;Seopa et al, 2015). It also corroborates H€ oglund's (2012) finding that talent designation's effects on human capital was mediated by psychological contract obligations.…”

“…Some initial support for a positive relationship between talent status and OCB was found by Seopa, W€ ocke, and Leeds (2015). Malik, Singh, and Chan (2017) also found this relationship. However, these authors did not explore social exchange dynamics as a mediating process.…”

Cohort‐based leadership development for high‐potential employees: A model for programmatic design

“…Recent research contributions on HiPo leadership development are limited and primarily relate to identification practices (King, 2016) and employee engagement (Khoreva & van Zalk, 2016). The talent management of these highly valuable employees continues to be called into question as scholars are asked to provide more evidence as to how talent management works and the underlying conditions that help create successful developmental opportunities (Malik et al, 2017). Hence, there has been a call for additional research and review of talent management for HiPos and the impact of its practices (Khoreva et al, 2017), particularly research that uses data derived from the HiPo employees themselves (Dries & Pepermans, 2008).…”

“…Talent pipeline efforts are critical drivers of success; therefore, knowing which qualities to look for in future leaders is viewed as a key competitive advantage (Narayanan et al, 2019). Despite this, few organizations have consistent approaches or well-developed methodologies for identifying and managing HiPo talent (Malik et al, 2017).…”

The Role of Gender in Employee Retention: A Study of Private Hospitals in Karachi

“…The career development programs particularly high profile (HiPo) can play a significant role to retain the talent and usher the level of commitment among them (Malik, Singh & Chan, 2017). Formulate the program to make to the employees to participate in important decision making can induce employee retention (Hyman, 2016).…”