Effects of talent status and leader-member exchange on innovative work behaviour in talent management in Japan

Tanaka, Hideki S.; Ishiyama, Nobutaka

doi:10.1080/13602381.2023.2186623

Cited by 2 publications

(2 citation statements)

References 46 publications

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“…Third, from a social exchange perspective, talent management practices align employee value and contributions with compensation and performance, fostering a perception of the organization's profound acknowledgment of their significance (Bhatia and Baruah, 2020). This encourages the belief that the organization is open to establishing mutually beneficial relationships, thereby reducing perceived overqualification (Tanaka and Ishiyama, 2023). These social exchange dynamics ignite enthusiasm and vitality among talents, directing their attention to their current roles rather than actively pursuing new job opportunities (Harari et al, 2017;Ye et al, 2017).…”

Section: 3mentioning

confidence: 99%

“…The more an organization considers its talents, the higher the affective commitment of the talents (Luna-Arocas et al, 2020). Talents with high affective commitment towards the organization exhibit stronger attachment, identification, and loyalty to it, thereby generating a stronger intention to stay (Chew and Chan, 2008;Tanaka and Ishiyama, 2023). Second, organizations also tailor incentives to meet the specific needs of talents, aiming to maximize their retention.…”

Section: 5mentioning

confidence: 99%

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The influence of talent management practices on talents’ intention to stay: an empirical study from China

Wang,

Li,

Zhu

et al. 2024

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PurposeDrawing on cognitive-affective personality system (CAPS) theory, this study proposes a chained multi-mediation model to examine the impact of talent management practices on talents’ intention to stay from the integration of cognitive perspective and affective perspective.Design/methodology/approachThree-wave data collected from 268 talents of Chinese organizations supported the research model. Hierarchical regression analysis was used to test the direct effects and the Bootstrap method was used to test the chain multi-mediation effects.Findings(a) Talent management practices positively affect talents’ intention to stay. (b) Perceived overqualification and perceived no growth mediate the relationship between talent management practices and talents’ intention to stay from a cognitive perspective. (c) Affective commitment mediates the relationship between talent management practices and talents’ intention to stay from an affective perspective. (d) “Perceived overqualification-affective commitment” and “perceived no growth-affective commitment” act as chain mediators between talent management practices and talents’ intention to stay, with the latter showing a stronger effect.Originality/valueThis study provided a comprehensive framework that examines the relationship between talent management practices and talents’ intention to stay from cognitive and affective perspectives. It contributes to deepen the understanding of the effectiveness of talent management practices and offer valuable management instructions for organizations to retain talents.

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Section: 3mentioning

confidence: 99%

Section: 5mentioning

confidence: 99%

The influence of talent management practices on talents’ intention to stay: an empirical study from China

Wang,

Li,

Zhu

et al. 2024

View full text Add to dashboard Cite

show abstract

A study on the structural relationship between emotional labor, job burnout, and turnover intention among office workers in Korea: the moderated mediating effect of leader-member exchange

Li,

You,

2024

BMC Psychol

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Background This research investigated the interplay of emotional labor, job burnout, and leader-member exchange on turnover intentions among office workers in South Korea. Methods An online survey was conducted with 333 employees working in Korean small- and medium-sized enterprises. The target sample consisted of in-house employees who do not deal with external customers. All the measurement and structural models of this study were analyzed using SPSS 27.0 and Amos 28.0. Results The survey revealed that emotional labor indirectly influenced turnover intentions via job burnout and leader-member exchange. Deep acting intensified job burnout, thereby elevating turnover intentions, while surface acting mitigated job burnout. Conclusions The findings underscored the importance of managing emotional labor and job burnout and fostering robust leader-member relationships to reduce staff turnover. Moreover, leader-member exchange was found to mitigate the effects of emotional labor on job burnout and turnover intention, with higher leader-member exchange reducing the negative impact of deep acting on turnover intention through job burnout.

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Effects of talent status and leader-member exchange on innovative work behaviour in talent management in Japan

Cited by 2 publications

References 46 publications

The influence of talent management practices on talents’ intention to stay: an empirical study from China

The influence of talent management practices on talents’ intention to stay: an empirical study from China

A study on the structural relationship between emotional labor, job burnout, and turnover intention among office workers in Korea: the moderated mediating effect of leader-member exchange

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