Suchergebnisse

Based on social identity theory, exclusive talent programs can be understood to divide employees into two groups—'talents' versus 'non-talents'—creating a setting where ostracism may occur. Using 360°-video vignettes (Study 1; N = 184) and text vignettes (Study 2 and 3; N = 243 and 573) we recreate a fictional HR board meeting and trouble three assumptions commonly held in the talent management literature: First, does exclusive talent management indeed lead to a feeling of exclusion and turnover amongst non-talents? Second, do emotional reactions to talent management spill over between employees? Third, does transparent communication reduce negative employee reactions, as is often assumed? We found that employees identified as talents in fact anticipate more ostracism by non-talents than vice versa, increasing talents' intention to quit. However, this effect only occurred when non-talents displayed contrastive emotional responses to talent programs (e.g., resentment), not when they displayed assimilative responses (e.g., admiration). In addition, talents' anticipation of being ostracized by non-talents was also found to be reduced when organizations implemented talent management secrecy. This study addresses researchers' and practitioners' concerns about talent retention and provides theoretical and practical implications for the field of workforce differentiation, social identity theory, and organizational intergroup conflicts.

Purpose– The purpose of this paper is to study the relationship between self-perceived employability resources and perceived psychological contract (PC) obligations. To examine the extent to which organizational ratings of potential, through their "signaling" function, might serve as a buffer between employability and PC perceptions that are undesirable from an employer's point of view.Design/methodology/approach– Both self-report data (i.e. self-perceived employability resources and perceived PC obligations) and data reported by the HR departments of the participating organizations (i.e. organizational ratings of potential) were collected in a case-control design (n=103).Findings– Self-perceived employability resources are not related to lower intentions to stay with one's current employer. High-potential employees did not perceive themselves as particularly obliged to reciprocate their organizations' additional investments in them by expressing longer term loyalty, or a higher performance level.Practical implications– Organizations should not be hesitant to assist their employees in enhancing their employability resources. In addition, they should engage in deliberate PC building with their high-potential employees so as to align their perceived PC obligations with the organizational agenda.Originality/value– The relationship between self-perceived employability resources and perceived PC obligations has been underexamined; hardly any PC research has taken organizational variables into account; hardly any research exists on the psychological implications of being identified as a high potential; and the study draws both on self-report data and data reported by the HR departments of the participating organizations.