The impact of talent management on ethical behavior and intention to stay in the organization

Abstract

What has been called the war for talent in companies has become a key element in organizations that want to be competitive. Talent management has already been studied and verified in terms of its impact on performance and productivity, and this has led to more and more research generating a professional and scientific interest with other variables, such as ethical behavior. In the present study it is verified, through a model of structural equations, that the organizations that apply strategies of talent management have more ethical behaviors and intention to stay. Talent management and ethical behavior would reinforce work environments, by restoring confidence in the organization. Likewise, talent management implies greater loyalty of talent, that is an antecedent of the intention to stay in the organization.

Understanding talent management as a theory-driven field: a scoping review

“…Contemporary aspects include the role of technology in TM and how digital tools are transforming talent identification and development (Malik, De Silva, Budhwar, & Srikanth, 2021). The ethical dimension raises questions about diversity, equity and inclusion, especially regarding gender (Luna-Arocas & Danvila-del-Valle, 2022). In closing, as organizations continued to operate in increasingly complex, dynamic and globalized contexts, this review highlighted the evolving nuances of TM in the organizational landscape.…”

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

“…In summary, talent management practices provide a conducive work environment through measures such as attraction, deployment, development, and motivation, to retain high-performance and high-potential individuals needed to achieve organizational goals (Cajander and Reiman, 2024). Given that several papers have explored the relationship between talent management practices and intention to stay (Luna-Arocas and Danvila-del-Valle, 2022;Narayanan et al, 2018), this study proposes the following hypothesis: H1. Talent management practices positively affect talents' intention to stay.…”

“…Shifting to the lens of talent deployment, organizations strategically allocate talents to positions that align with their competencies and interests, fostering positive work attitudes and diminishing the urge to explore alternative career opportunities (Poorhosseinzadeh and Subramaniam, 2012;Tarique and Schuler, 2010). From the perspective of talent development, talent management practices help core talents to acquire critical skills and knowledge by providing training and development opportunities that stimulate their career passion to achieve their personal career goals, motivating them to be more willing to stay in the organization (Chami-Malaeb and Garavan, 2013;Luna-Arocas and Danvila-del-Valle, 2022). In terms of talent motivation, talent management practices establish a contribution-based incentive system, instilling in talents the perception that their efforts are directly linked to their contributions (Khoreva et al, 2017).…”

The key role played by innovation in the talent management and organizational performance relationship

“…The key issue in today's competitiveness is that all organizations are facing the great challenge of attracting, developing and retaining the organization's key talent (Cheng et al, 2022;Luna-Arocas and Danvila-del-Valle, 2022;Oladapo, 2014;Sparrow and Makram, 2015;Tarique and Schuler, 2010;Thunnissen et al, 2013;Ullah et al, 2022).…”