TY - JOUR
AU - Sumelius, Jennie
AB - 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.
TI - Talent or Not? Employee Reactions to Talent Identification
JF - Human Resource Management
DO - 10.1002/hrm.21525
DA - 2013-03-01
UR - https://www.deepdyve.com/lp/wiley/talent-or-not-employee-reactions-to-talent-identification-tmMFmhdA36
SP - 195
EP - 214
VL - 52
IS - 2
DP - DeepDyve
ER -