EMPLOYEE REACTIONS TO TALENT MANAGEMENT PRACTICES

Abstract

Despite the acclaimed advantages of talent management by both academics and practitioners, empirical research on its effectiveness remains lacking. Recent studies have even indicated that employee reactions to talent management might actually contradict this perceived optimism. The current study investigates the underlying mechanisms of justice perceptions and job stress in employee reactions (employee brand identification, turnover intentions, and satisfaction with work-life balance) to talent management practices, among both the elite employees who are considered as more talented and valuable (Group A) and the non-elites (Group B). Online surveys were distributed internally by five organizations from various industries in Thailand, and a total of 544 completed responses were collected. The data were analyzed using structural equations modeling (SEM). The results indicate that employees’ perception of justice and job stress mediate the relationships between talent management perceptions and employee reactions in a positive way. This study provides empirical evidences to support the optimistic view of talent management and aid in defining better talent management strategies to deliver effective organizational investments in its people.