- The Oxford Handbook of Talent Management
- List of Figures
- List of Tables
- List of Contributors
- The Historical Context of Talent Management
- Star Performers
- Within-Person Variability in Performance
- The Potential for Leadership
- Managing Talent across Organizations: The Portability of Individual Performance
- Human Capital Resource Complementarities
- Talent and Teams
- Talent or Not: Employee Reactions to Talent Designations
- Virtual Teams: Utilizing Talent-Management Thinking to Assess What We Currently Know about Making Virtual Teams Successful
- Stars that Shimmer and Stars that Shine: How Information Overload Creates Significant Challenges for Star Employees
- Employer Branding and Talent Management
- Talent Intermediaries in Talent Acquisition
- Straight Talk About Selecting for Upper Management
- Managing talent Flows Through Internal and External Labor Markets
- Workforce Differentiation
- Succession Planning: Talent Management’s Forgotten, but Critical Tool
- Talent Development: Building Organizational Capability
- Talent and Turnover
- HR Metrics and Talent Analytics
- Talent Management in the Global Context
- Talent Management in the Public Sector: Managing Tensions and Dualities
- Talent Management in Emerging Economies
- Talent Management in Multinational Corporations
- Talent Management in Small- and Medium-Sized Enterprises
- Talent Management of Nonstandard Employees
- Integrating Talent and Diversity Management
- How is Technology Changing Talent Management?
Abstract and Keywords
It is assumed that employees display favorable attitudes (e.g., high organizational commitment) and behaviors (e.g., high work effort) when identified as organizational talent. If they did not, the idea that talent management creates value by making disproportionate investments into organizational talent would need to be reconsidered. We reviewed the literature to explore whether the assumed favorable reactions among talent are valid and the results are not straightforward. Many studies found evidence for the assumption; however, several studies revealed that talent designation bears considerable risks: Being identified as talent creates (overly optimistic) expectations of receiving rewards and benefits from the organization and it increases the felt pressure to meet high performance standards. We discuss the findings in the light of social exchange theory, psychological contract theory, and others commonly used in talent-management research, highlighting key issues regarding talent designation and identifying avenues for future research.
Maria Christina Meyers is an assistant professor at the Department of Human Resource Studies of Tilburg University, The Netherlands. Her research interests include positive psychology in the contexts of organizations, employee strengths and talents, employee well-being, talent management, and field experiments. Part of her research is conducted in close collaboration with Dutch organizations. Christina has published her research in international journals such as Human Resource Management Review, the Journal of World Business, Human Resource Management, the Journal of Counseling Psychology, and the European Journal of Work and Organizational Psychology.
Nicky Dries is a research professor at KU Leuven (Belgium). She has been a visiting scholar at University of Tilburg, Wirtschaftsuniversität, Vienna; Reykjavik University; IESE Barcelona; and BI Oslo, and a Fulbright scholar at Boston University. Nicky’s primary research interests are employee talent, potential, and success. Nicky is an active member of the two largest cross-cultural projects within the field of career studies: 5C (Consortium for the Cross-Cultural Study of Contemporary Careers) and the Career Adaptability/Life Design Project.
Giverny De Boeck is a doctoral researcher at the Research Centre for Organisation Studies, KU Leuven, Belgium. Her interests include human development and meaningful work. Central to her research are questions concerning employee experiences of (not) realizing potential at work. She is also an affiliated researcher at Vlerick Business School, cooperating with Professor De Stobbeleir on employee-proactivity behavior.
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