- 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
Despite longstanding research interest in understanding causes and consequences of employee turnover, much less is known about the turnover of top talent such as high performers or “stars.” Star employees are disproportionately productive, highly visible, and often maintain strong social networks, all of which makes them desirable to organizations. In this chapter, I review theory and research related to the retention of talented employees including stars, high performers, high potentials, critical roles, and core employees. I structure the review around five key questions: (1) How is talent defined and measured? (2) Are talented employees more likely to quit? (3) What frameworks help us understand star performers? (4) What are the drawbacks of attempting to retain top talent? (5) What additional research is needed?
John P. Hausknecht is an associate professor of Human Resource Studies at Cornell University. He earned his PhD in 2003 from Penn State University, with a major ↵in Industrial/Organizational Psychology and minor in Management. Professor Hausknecht’s research addresses employee turnover and related staffing issues, and has appeared in the Academy of Management Journal, Journal of Applied Psychology, and Personnel Psychology. He currently serves on the editorial boards of the Academy of Management Journal and the Journal of Applied Psychology, and is an associate editor at Personnel Psychology. He is a member of the Academy of Management, the American Psychological Association, the Society for Industrial and Organizational Psychology, and the Society for Human Resource Management.
Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.
If you have purchased a print title that contains an access token, please see the token for information about how to register your code.