Strategic talent management: A review and research agenda

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

“…Over the last decade, TM has received a large amount of interest, from both practitioners and academics alike (Collings and Mellahi 2009;Sheehan and Anderson 2015), and is now recognized as a key management issue (Thunnissen et al 2013). Yet, despite this interest, the concept still lacks an accepted definition and distinct conceptual boundaries (Collings and Mellahi 2009;Festing and Schäfer 2014).…”

“…Yet, despite this interest, the concept still lacks an accepted definition and distinct conceptual boundaries (Collings and Mellahi 2009;Festing and Schäfer 2014). The definition of TM adopted in this paper is the commonly used Collings and Mellahi (2009) definition, which aligns with the exclusive TM practice of using a select pool of 'talented' appointees to fill 'key positions'.…”

“…Yet, despite this interest, the concept still lacks an accepted definition and distinct conceptual boundaries (Collings and Mellahi 2009;Festing and Schäfer 2014). The definition of TM adopted in this paper is the commonly used Collings and Mellahi (2009) definition, which aligns with the exclusive TM practice of using a select pool of 'talented' appointees to fill 'key positions'. They define TM as activities and processes that involve the systematic identification of key positions that differentially contribute to the organization's sustainable competitive advantage, the development of a talent pool of high-potential and high-performing incumbents to fill these roles, and the development of a differentiated human resource architecture to facilitate filling these positions with competent incumbents, and to ensure their continued commitment to the organization (Collings and Mellahi 2009, p. 304).…”

“…The exclusive perspective singles out a limited number of 'talented' employees to belong to a talent pool, while the inclusive perspective includes all employees in the organization's overall TM strategy, with developmental pathways for all employees (Collings and Mellahi 2009;Dries 2013;Swailes et al 2014). Inclusive TM follows the general rule that all employees have their own strengths and are talented in their own way .…”

“…It is an ethical HRM principle that all employees' performances are to be valued and managed, and they should have the opportunity to be part of the organization's talent program (Swailes et al 2014). Conversely the exclusive view, which regards some workers as more talented, and valuable than others (Dries 2013), is seen by some as being the main difference between TM and HRM (Collings and Mellahi 2009). The exclusive approach to TM has become the more practiced form in organizations today (Garavan et al 2012), mainly due to perceived cost-effectiveness and Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational… efficiency (Huselid and Becker 2011;Marescaux et al 2013).…”