Talent management practice effectiveness: investigating employee perspective

Abstract

Purpose The purpose of this paper is to enhance the theoretical and empirical understanding of the process through which talent management (TM) practice effectiveness impacts high-potential employees’ commitment to leadership competence development. Design/methodology/approach Structural equation modelling was utilized to analyse survey data representing a sample of 439 high-potential employees from 11 Finnish multinational corporations. Findings First, the authors found that the more high-potential employees perceived TM practices to be effective, the more they were committed towards leadership competence development. Next, the findings revealed that the association between TM practice effectiveness and commitment to leadership competence development operates by means of psychological contract fulfilment. Finally, the authors found that female employees possessed a stronger reaction to the effectiveness of TM practices by demonstrating higher levels of commitment to leadership competence development than male employees. Originality/value This study supports social exchange theory, which postulates that when organizations invest in their employees, the employees are likely to reciprocate these corporate investments in positive ways. The findings indicate that TM practices may help high-potential employees to make sense of their employment relationship and communicate to employees those attitudes and behaviours that organizations value. The authors thus advocate that in order to have the desired effect, such as for instance the increased commitment to leadership competence development, it is crucial for organizations to invest in those TM practices that are perceived as effective by employees.

The Role of Organizational Commitments Mediates The Effect of Competence on Employee Performance in PT. Bali Tangi Spa Production

“…The results of this study are not in line with that expressed by Wyatt in (Achmad, 2003) states competence is the combination of skills, knowledge, and behavior that can be observed and applied critical to the success of an organization and achievement work and employee's personal contribution to the organization. Thus disagrees with the results of research conducted by (Khattak et al, 2016), (Tehseen et al, 2018), (Meswantri & Awaludin, 2018), (Alexandri et al, 2019), (Malau et al, 2019) which produced a study that variable competence positive and significant effect on employee performance.…”

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

“…While actual HR practices exist objectively, they are interpreted and perceived by each individual employee, creating a subjective experience. This perception affects the employee's reactions, which in turn may affect the employment relationship and its outcomes, such as employee engagement, in either a positive or negative manner (Björkman et al 2013;Ghosh et al 2014;Khoreva et al 2017;Wright and Nishii 2006). Employee perceptions of organizational justice, which is described next, mediate and moderate the relationship between the organization's TM practices and the employee's reactions to these TM practices (Gelens et al 2013(Gelens et al , 2014.…”

“…Blau (1964) is among the first of the theorists to distinguish between exchanges where the nature of the obligations are specific and purely economic, and those that were less specific and more social or emotional. SET helps us to unpack and understand how employee perceptions of organizational TM practices may generate either positive or negative attitudes and responses to the TM practices (Björkman et al 2013;Khoreva et al 2017). Saks (2006) contends that SET provides a 'meaningful theoretical basis for understanding and studying employee engagement' (Saks 2006, p. 616), as SET helps explain why, when employees perceive that their relationship with their employer is fair and just, they will reciprocate in kind, such as with positive behaviors (Blau 1964;Gouldner 1960).…”

A Model Linking Organisation Factor, Work Engagement, And Self-Efficacy To Job Performance

“…Since new ventures take on an informal HRM feature, they have fewer options for incentives (Bau & Dowling, 2007) and view their rewards system from a viewpoint of "absolute rewards." (Khoreva et al, 2017). According to Strom et al (2014), the level of commitment of workers varies based on their understanding of the return they earn after work is completed.…”