Talent or Not

2017 ◽  
Author(s):  
Maria Christina Meyers ◽  
Nicky Dries ◽  
Giverny De Boeck
Keyword(s):  
Social Exchange ◽  
Psychological Contract ◽  
High Performance ◽  
Social Exchange Theory ◽  
Performance Standards ◽  
Talent Management ◽  
Future Research ◽  
Work Effort ◽  
Key Issues ◽  
High Work

It is assumed that employees display favorable attitudes (e.g., high organizational commitment) and behaviors (e.g., high work effort) when identified as organizational talent. If they did not, the idea that talent management creates value by making disproportionate investments into organizational talent would need to be reconsidered. We reviewed the literature to explore whether the assumed favorable reactions among talent are valid and the results are not straightforward. Many studies found evidence for the assumption; however, several studies revealed that talent designation bears considerable risks: Being identified as talent creates (overly optimistic) expectations of receiving rewards and benefits from the organization and it increases the felt pressure to meet high performance standards. We discuss the findings in the light of social exchange theory, psychological contract theory, and others commonly used in talent-management research, highlighting key issues regarding talent designation and identifying avenues for future research.

scholarly journals Werknemersreacties op (Exclusief) Talentmanagement

2018 ◽  
Vol 21 (3) ◽  
pp. 1-17
Author(s):  
Nicky Dries ◽  
Maria Christina Meyers ◽  
Giverny De Boeck
Keyword(s):  
Social Exchange ◽  
Psychological Contract ◽  
Social Exchange Theory ◽  
Performance Standards ◽  
Talent Management ◽  
Exchange Theory ◽  
Management Research ◽  
Work Effort ◽  
The Core ◽  
Onderzoek Naar

Algemeen wordt verondersteld dat een werknemer die geïdentificeerd wordt als talent binnen zijn of haar organisatie daar positief op reageert qua attitude (bv. door een sterkere betrokkenheid bij de organisatie) en gedrag (bv. door een grotere inzet op het werk). Indien dergelijke positieve reacties uitblijven, zouden organisaties namelijk moeten afstappen van de kerngedachte dat exclusief talentmanagement meerwaarde creëert door onevenredige investeringen te doen in talenten in vergelijking met de 'gemiddelde' werknemer. In dit artikel evalueren we alle bestaand onderzoek naar werknemersreacties op talentmanagement, met als doel na te gaan of bovenstaande basisveronderstelling klopt. De resultaten van ons literatuuronderzoek zijn minder eenduidig dan verwacht. Hoewel vele, zij het niet alle, studies bewijs vinden voor positieve reacties bij talenten, tonen de resultaten van meerdere studies ook aan dat de identificatie als talent aanzienlijke risico's inhoudt. Zo zullen werknemers die geïdentificeerd worden als talent bijvoorbeeld veeleisender worden in hun verwachtingen naar hun werkgever toe, en voelen ze zich onder sterke druk gezet om aan hoge prestatienormen te voldoen. We interpreteren deze resultaten vanuit de kaders van de social exchange theory, de psychologische-contracttheorie en andere theorieën die vaak worden toegepast in talentmanagementonderzoek. Op basis hiervan identificeren we mogelijke randvoorwaarden voor effectief talentmanagement in de HRM-praktijk.It is generally assumed that employees identified as talents by their organizations will react positively to this status both in terms of attitudes (e.g., increased organizational commitment) and behaviour (e.g., increased work effort). Should such positive reactions fail to manifest, the core assumption that exclusive talent management adds value to organizations, through disproportionate investments in above-average employees leading to disproportionate returns, may be untenable. In the present article we evaluate the existing empirical research on employee reactions to talent management, with the aim of weighing the evidence for the above assumption. The results of our literature review are less straightforward than expected. Although many, but not all, studies find some evidence for positive reactions among talents, multiple studies also show that being identified as a talent entails risks and side effects. For example, employees (knowingly) identified as talents will become more demanding towards their employer, but also feel more pressure to conform to strict performance standards. We interpret these findings from the frameworks of social exchange theory, psychological contract theory, and other theories often applied to talent management research. Based on all of the above we identify a number of potential boundary conditions to effective talent management in HRM practice.

Talent Management and Employee Retention: An Integrative Research Framework

2018 ◽  
Vol 18 (2) ◽  
pp. 228-247 ◽  
Author(s):  
Anoopa Narayanan ◽  
S. Rajithakumar ◽  
Manoj Menon
Keyword(s):  
Organizational Justice ◽  
Social Exchange ◽  
Global Economy ◽  
Employee Retention ◽  
Social Exchange Theory ◽  
Talent Management ◽  
Future Research ◽  
Integrative Research ◽  
Management Context ◽  
The Relationship

The differential value created by talented employees and their contribution to organizations in the hypercompetitive and complex global economy has made talent management a strategic priority for organizations. Talent management has been advocated as an important strategy to retain talented employees, but academic studies exploring their relationship are limited. Building on the Resource-Based View (RBV) theory and Social Exchange Theory (SET), the present article studies the relationship between talent management and employee retention. In addition, a conceptual model explaining the role of talent perception congruence and organizational justice in the relationship between talent management and employee retention is developed by incorporating the Perceived Organizational Justice Theory and Congruence Theory in talent management context. This article may assist in setting the direction for future research in the area of talent management and help managers understand the significant roles of talent perception congruence and organizational justice in determining the talent management outcomes.

Understanding the changing nature of psychological contracts in 21st century organizations

2016 ◽  
Vol 7 (1) ◽  
pp. 4-35 ◽  
Author(s):  
Carlos-Maria Alcover ◽  
Ramón Rico ◽  
William H. Turnley ◽  
Mark C. Bolino
Keyword(s):  
Social Exchange ◽  
21St Century ◽  
Psychological Contract ◽  
Social Exchange Theory ◽  
Psychological Contracts ◽  
Complex Nature ◽  
Organizational Life ◽  
Exchange Relationships ◽  
Justice Perceptions

In recent years, scholars have increasingly recognized that the theoretical underpinnings of employee-organization relationships (EOR) are in need of further extension in light of recent organizational changes. In prior research, the study of EOR has been based on social exchange theory, and the psychological contract (PC) has played a central role in understanding this crucial aspect of organizational life. The main objective of this paper is to provide an integration of the existing literature by adopting a multiple-foci exchange relationships approach. Specifically, we looked at identification; the quality of relationships and exchanges with the leader, coworkers, and other organizational agents; justice perceptions involving several organizational sources; and perceived organizational, leader, and coworker support to expand our understanding of the PC. Overall, we advocate a multiple-foci exchange relationships approach that will ultimately enable us to develop a more comprehensive understanding of the complex nature of PCs in 21st century organizations.

Engagement, inclusion, knowledge sharing, and talent development: is reverse mentoring a panacea to all? Findings from literature review

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanghamitra Chaudhuri ◽  
Sunyoung Park ◽  
Karen R. Johnson
Keyword(s):  
Literature Review ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
English Summary ◽  
Exchange Theory ◽  
Future Research ◽  
Content Type ◽  
The Past ◽  
Member Exchange ◽  
The Usa

Purpose The purpose of this study is to systematically review the practice of reverse mentoring and draw a timeline of the research over the past two decades. Considering the novelty of this intervention, this paper proposed an agenda for future research on this burgeoning topic. Design/methodology/approach By adopting narrative literature review and Gregory and Denniss’ (2018) four-step process, this paper reviewed 54 studies grounded in conceptual, literature review and empirical research published between 1998 and 2020. Findings The articles included in the literature review on reverse mentoring research were summarized according to journal publications, research methodologies, contextual settings, theoretical framework, purpose and outcomes. Reverse mentoring studies are dominantly published in educational journals using primarily qualitative and conceptual approaches to explore both academic and business contexts within the USA and Europe. Theories frequently used to frame and examine the need of reverse mentoring included social exchange theory and leader-member exchange theory. The fundamental purpose of reverse mentoring research is to transfer knowledge and to bridge the technology divide between intergenerational groups. Reverse mentoring has been used to promote inclusivity between multiple generations in relation to gender, ethnicity and culture. Originality/value As per the knowledge, this is the first-ever comprehensive English summary of reverse mentoring research done in the past two decades. Findings from this research can be used to better understand reverse mentoring research trends and directions.

Job insecurity and turnover intention: Organizational commitment as mediator

2017 ◽  
Vol 45 (4) ◽  
pp. 529-536 ◽  
Author(s):  
Sang Hyun Lee ◽  
Dae Yong Jeong
Keyword(s):  
Organizational Commitment ◽  
Social Exchange ◽  
Turnover Intention ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Job Insecurity ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Future Research ◽  
The Relationship

Drawing from social exchange theory, we investigated the relationship between job insecurity and turnover intention, and the mediating effect of organizational commitment on this relationship. Structural equation modeling was employed to investigate the hypotheses using data from 459 employees in various firms in South Korea. Our findings confirmed that job insecurity was positively related to turnover intention, and that organizational commitment mediated the relationship between job insecurity and turnover intention. Implications of our findings for the job insecurity literature are discussed in the Korean context, and directions for future research are given.

scholarly journals Developing and Testing a Scale Designed to Measure Perceived Phubbing

2020 ◽  
Vol 17 (21) ◽  
pp. 8152
Author(s):  
Meredith E. David ◽  
James A. Roberts
Keyword(s):  
Social Media ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Anxiety And Depression ◽  
Future Research ◽  
Research Directions ◽  
Theoretical Support ◽  
Future Research Directions ◽  
Interesting Story ◽  
Use Of Social Media

Phubbing (phone snubbing) has become a commonplace behavior. The more we are phubbed the more likely we are to phub others. The extraordinary attention-grabbing ability of the smartphone would only be an interesting story if not for its impact on social media use and, ultimately, stress and depression. In Study 1 (n = 258, Mage = 20), we develop a parsimonious and valid measure of phubbing. Extant “phubbing” measures all lack important qualities needed to be able to assess phubbing with a brief and valid scale that can be replicated and used in a variety of research settings. In Study 2 (n = 157, Mage = 39), we test and extend the David and Roberts (2017) phubbing model, while further validating our perceived phubbing measure. We use Social Exchange Theory and Kardefelt-Winther’s (2014) model of compensatory internet use as theoretical support for our expected findings. Results find that phubbed individuals experience a sense of social exclusion that, paradoxically, is associated with an increased use of social media. This increased use of social media is associated with higher reported levels of anxiety and depression. Future research directions and study limitations are discussed.

scholarly journals The Joint Effects of Leader–Member Exchange and Team-Member Exchange in Predicting Job Crafting

2020 ◽  
Vol 12 (8) ◽  
pp. 3283
Author(s):  
Kihyun Lee
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Team Member ◽  
Job Crafting ◽  
Interactive Effects ◽  
Future Research ◽  
Leader Member Exchange ◽  
The Social ◽  
Team Member Exchange ◽  
Member Exchange

In order to better understand the social aspects of job crafting, this study explores the direct and interactive effects of leader–member exchange (LMX) and team-member exchange (TMX) on three types of job crafting (i.e., task, relational, and cognitive crafting). Drawing on both social exchange theory and the job demands–resources model, this study examines the social antecedents of job crafting in a sample of 336 members of three shipbuilding companies. The results indicate that individuals who have high-quality relationships with their leaders engage in more job crafting and that TMX is positively related to job crafting, after controlling for LMX. In addition, the results show that TMX moderates the positive relationship between LMX and job crafting, such that a higher TMX strengthens the LMX–job crafting link. The implications of these findings for job crafting and social antecedents are discussed, and suggestions for future research are presented.

scholarly journals Team Dynamics, Leadership, and Employee Proactivity of Vietnamese Firms

2019 ◽  
Vol 5 (1) ◽  
pp. 16 ◽  
Author(s):  
Tan Huynh ◽  
Minh Duong ◽  
Thuy Phan ◽  
Tu Do ◽  
Truc Do ◽  
...  
Keyword(s):  
Social Exchange ◽  
Leadership Style ◽  
Social Exchange Theory ◽  
Future Research ◽  
Proactive Behavior ◽  
Full Time ◽  
Managerial Implications ◽  
Taking Charge ◽  
Future Research Directions

Integrating the relational approach and social exchange theory, the authors conceptualize the quality of leader‒member and team member exchanges as mediators for understanding the role of transformational leadership in employee proactive behaviors (e.g., voice, taking charge, and innovative behaviors). The results based on data collected from 352 full-time employees working in pharmaceutical companies in Vietnam largely support the proposed theoretical framework and shed light on the mechanism through which leadership style influences employee proactivity in a manufacturing context. Using the results, the authors discuss research limitation and, managerial implications, and suggest future research directions for the relationship between leadership style and employee proactive behavior.

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