Talent or Not? Employee Reactions to Talent Identification

被引：168

作者：

Bjorkman, Ingmar ^{[1
]}

Ehrnrooth, Mats

Makela, Kristiina

Smale, Adam ^{[2
]}

Sumelius, Jennie ^{[3
]}

机构：

[1] Aalto Univ, Sch Business, FI-00076 Aalto, Finland

[2] Univ Vaasa, Dept Management, Programme Int Business, Vaasa, Finland

[3] Hanken Sch Econ, Dept Management & Org, Helsinki, Finland

来源：

HUMAN RESOURCE MANAGEMENT | 2013年 / 52卷 / 02期

关键词：

talent; talent management; attitudes; career; selection; multinational enterprises; PERCEIVED ORGANIZATIONAL SUPPORT; PSYCHOLOGICAL CONTRACT BREACH; HUMAN-RESOURCE PRACTICES; MULTINATIONAL-CORPORATIONS; EXCHANGE RELATIONSHIPS; ANTECEDENTS; COMMITMENT; OUTCOMES; OBLIGATIONS; SUBSIDIARY;

D O I：

10.1002/hrm.21525

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

In this article, we examine the effect of talent identification on employee attitudes. Building on social exchange theory, we analyze the association between employees' perceptions about whether or not they have been formally identified as talent and the following attitudinal outcomes: commitment to increasing performance demands, building skills, and supporting strategic priorities; identification with the unit and the multinational enterprise; and turnover intentions. Our analyses of 769 managers and professionals in nine Nordic multinational corporations reveal a number of differences between employees who perceive that they have been identified as talent and those who either perceive that they have not been identified or do not know whether they have been identified. We found only limited differences between the two latter categories.

引用

页码：195 / 214

页数：20

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