The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda

Gelens, Jolyn; Dries, Nicky; Hofmans, Joeri; Pepermans, Roland

doi:10.1016/j.hrmr.2013.05.005

Cited by 187 publications

(261 citation statements)

References 95 publications

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“…In this regard, research that explicitly investigates attitudinal and behavioral reactions to (not) being identified as talent and links this to specific talent operationalization and measurements, forms a valuable contribution to the field (Gelens, Dries, Hofmans & Pepermans, 2013;Sonnenberg, van Zijderveld & van Gorp, 2012;.…”

Section: Inserting Assessors and Assessees Into The Equationmentioning

confidence: 99%

“…However, some organizations voice concern about applying workforce differentiation for two main reasons. Firstly, not all organizations are convinced that workforce differentiation will positively affect the attainment of strategic goals, due to the potentially negative impact unequal treatment can exert on the motivation and performance levels of employees not identified as talented (Gelens et al, 2013). Secondly, certain organizations hold a reluctant attitude towards differentiation because such an exclusive interpretation of talent clashes with their culture (Iles, Chuai & Preece, 2010).…”

Section: Defining Talentmentioning

confidence: 99%

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A multidisciplinary review into the definition, operationalization, and measurement of talent

Nijs

Gallardo-Gallardo

Dries

et al. 2014

Journal of World Business

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203

191

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Organizations report great difficulty in measuring talent accurately, reflecting the lack of theoretical foundations for talent-identification in the HRM literature. This multidisciplinary review aims to contribute to the establishment of a stronger theoretical basis for talent-management by presenting a conceptual framework of talent in which the definition, operationalization and measurement of talent and its relation to excellent performance is clarified. We systematically introduce 11propositions into the framework, building on fragmented insights from the literature-from the fields of HRM, gifted education, positive psychology, and vocational psychology respectively-that will guide readers in understanding and applying the proposed framework. Starting from the HRM perspective on talent, we systematically incorporate insights from the divergent literature streams, which counteract some of the limitations inherent to the HRM literature and therefore can help establish better conceptual foundations for talent-management. The relationship between talent and excellent performance functions as a general framework within which issues of predictive and construct validity are addressed, across 11 research propositions. With the future research directions, we shed light on how talent-management scholars might further capitalize on the cross-fertilization between insights from different disciplines so as to gradually establish the theoretical foundations needed to transform talent-management into a legitimate field of academic study. By discussing managerial implications in the concluding part, we provide practical guidelines for designing talent-identification practices grounded in sound theory. Search StrategyTo achieve a comprehensive multidisciplinary review of the literature on talentwhich could account for the evolutions within the field-we used 1993 as the starting point of our literature search, thus covering insights developed over the last twenty years. We took four different steps to establish the final body of peer-reviewed, academic articles considered in this review.Step 1: Clarifying the Talent ConstructIn order to find those articles that would be most informative for achieving conceptual clarity about talent, we first developed a general working definition of TALENT: A MULTIDISCIPLINARY REVIEW 3 talent based on the meaning contemporary English dictionaries ascribe to the term (Gallardo-Gallardo, Dries & González-Cruz, 2013). In the English language, talent is commonly understood as corresponding to an above-average ability that makes the individuals who possess, detect, develop, and deploy it, perform excellently in a given performance domain (Gagné, 2004;Tansley, 2011).Step 2: Selecting Search Terms We started our search by tracking articles that had 'talent' in their titles. As we were interested in talent and talent-identification in the context of the business world, specifically, we selected Business Source Premier as the database of departure. The use of talent as a search term resulted ...

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Section: Inserting Assessors and Assessees Into The Equationmentioning

confidence: 99%

Section: Defining Talentmentioning

confidence: 99%

A multidisciplinary review into the definition, operationalization, and measurement of talent

Nijs

Gallardo-Gallardo

Dries

et al. 2014

Journal of World Business

Self Cite

203

191

View full text Add to dashboard Cite

show abstract

“…Greenwood (2002) underlines the relevance of ethics and justice in HRM. More recently, Gelens et al (2013Gelens et al ( , 2014 unpack the role of perceived organizational justice in shaping TM outcomes. Similarly, Lacey and Groves (2014) and Swailes (2013a) have initiated discussion on the ethics and fairness of TM practices.…”

Section: Introductionmentioning

confidence: 99%

“…This paper's focus is on exploring these gaps in the literature, in considering the relationship between exclusive TM, perceived organizational justice and employee engagement. In bridging the literature between TM and employee engagement, we add to the extant research, in line with Gelens et al (2013Gelens et al ( , 2014, who explore how perceived organizational justice shapes TM outcomes, and He et al (2014), who unpack the effects of perceived organizational justice on employee engagement. Our paper, arguing that the perceived fairness, equity and justice of TM practices is an important area of ethical concern, explores the possible negative outcomes for the individual employee resulting from perceived unethical TM practices, with a focus on the specific TM outcome of employee engagement.…”

Section: Introductionmentioning

confidence: 99%

“…The paper develops our contention by putting forward a conceptual framework and propositions for empirical testing, which link exclusive TM practices, the input, as having an effect on corresponding employee engagement levels, the output. This relationship is mediated by employee perceptions of distributive justice, which, in turn, are moderated by perceptions of procedural (Marescaux et al 2013) and interactional justice (Gelens et al 2013;. Distributive, procedural and interactional justice is applied in the paper to illustrate the nuances to employee perceptions and reactions to exclusive TM practices (see also, Gelens et al 2013Gelens et al , 2014.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

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

O’Connor

Crowley–Henry

2017

J Bus Ethics

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Toward Mature Talent Management: Beyond Shareholder Value

Collings

2014

Human Resource Dev Quarterly

125

169

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Talent management has become one the most prevalent topics in the field of people management and development for practitioners and academics alike. However, while managers do appear to appreciate the importance of talent management, they often fail to manage it effectively and the linkages between talent management and organisational performance remain unclear. In this invited feature article I argue that the failure to effectively manage and develop talent can be traced, in part, to a narrow conceptualisation of performance in much thinking on talent management. At an organisational level this means that performance is generally considered solely in terms of shareholder returns while ignoring other stakeholders. This translates into HR systems that fail to effectively align individuals and organisations in the generation of value. This paper foregrounds employees as stakeholders and argues that organisations that are defined by a sense of purpose and that prioritise employees as stakeholders, generally have higher levels of alignment between organisational and employee goals with more highly motivated employees and ultimately more sustainable performance. Some implications for research on talent management are developed.

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The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda

Cited by 187 publications

References 95 publications

A multidisciplinary review into the definition, operationalization, and measurement of talent

A multidisciplinary review into the definition, operationalization, and measurement of talent

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

Toward Mature Talent Management: Beyond Shareholder Value

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