23 research outputs found
Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature
This conceptual paper explores the relationship
between an organization’s exclusive talent management
(TM) practices, employees’ perceptions of the fairness of
exclusive TM practices, and the corresponding impact on
employee engagement. We propose that in organizations
pursuing exclusive TM programs, employee perceptions of
organizational justice of the exclusive TM practices may
affect their employee engagement, which may influence
both organizational and employee outcomes. Building on
extant research, we present a conceptual framework
depicting the relationship between exclusive TM practices,
organizational justice and employee engagement, with
social exchange theory and equity theory as the frame-
work’s foundation. The propositions in the framework are
each supported by the respective literature. The perceived
organizational justice and potential ramifications of
exclusive TM practices for employees who are not inclu-
ded in corporate talent pools is an under-researched topic.
The paper considers the perspectives of employees not
included in corporate talent pools and explores how
exclusive TM practices, as inputs, could lead to negative
employee engagement outputs. In unpacking how exclu-
sive TM practices could impact on employee engagement,
the implications for organizations are underlined. The
ethics and perceived fairness of exclusive TM practices,
which have the potential to marginalize employees and
lead to their disengagement, are considered