Talent management and organisational justice: employee reactions to high potential identification

Talent management and organisational justice: employee reactions to high potential identification We examined how perceived distributive and procedural justice affected the relationship between an employee's identification as a high potential (drawn from archival data), job satisfaction and work effort. A questionnaire was distributed within one large company among employees who were and employees who were not identified as a high potential (n = 203). The results indicated that perceptions of distributive justice were significantly higher for employees identified as a high potential. Moreover, perceived distributive justice fully mediated the relationship between an employee's identification and his or her level of job satisfaction. The results also revealed that perceptions of procedural justice moderated the relationship between perceived distributive justice and work effort. Theoretical and practical consequences of these findings are discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management Journal Wiley

Talent management and organisational justice: employee reactions to high potential identification

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Publisher
Wiley
Copyright
© 2014 John Wiley & Sons Ltd
ISSN
0954-5395
eISSN
1748-8583
DOI
10.1111/1748-8583.12029
Publisher site
See Article on Publisher Site

Abstract

We examined how perceived distributive and procedural justice affected the relationship between an employee's identification as a high potential (drawn from archival data), job satisfaction and work effort. A questionnaire was distributed within one large company among employees who were and employees who were not identified as a high potential (n = 203). The results indicated that perceptions of distributive justice were significantly higher for employees identified as a high potential. Moreover, perceived distributive justice fully mediated the relationship between an employee's identification and his or her level of job satisfaction. The results also revealed that perceptions of procedural justice moderated the relationship between perceived distributive justice and work effort. Theoretical and practical consequences of these findings are discussed.

Journal

Human Resource Management JournalWiley

Published: Jan 1, 2014

References

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