Outcomes of talent management: the role of perceived equity

Abstract

Purpose

To date, the effects of two approaches – inclusive and exclusive – to talent management (TM) on employee outcomes are largely unexplored. This paper explores the role of perceived equity and theoretically examines the process through which these TM programs impact employee outcomes.

Design/methodology/approach

This paper draws on the job demands-resources model and equity theory and proposes a typology of employee outcomes in the context of different approaches to TM.

Findings

Based on the theoretical framework, the paper argues that in the context of both inclusive and exclusive TM, perceived equity is a valuable resource that motivates employees and results in favourable outcomes.

Research limitations/implications

Future empirical studies should test the propositions put forth in this paper. The multilevel research design would allow for an in-depth analysis of organisational contexts, and qualitative studies using in-depth interviews can provide greater insights into employees' experiences and perspectives of TM programs.

Practical implications

The paper presents implications for managers and human resource (HR) and TM professionals regarding how to get the most out of their TM programs. These implications are important since employee equity perceptions can influence the effectiveness of TM programs.

Originality/value

In this paper, the authors add to the literature by examining the role of employee equity perceptions in the context of inclusive and exclusive TM and to highlight how perceived (in)equity could lead to negative consequences, even among high potential (HiPo) employees.

Citation

Malik, A.R. and Singh, P. (2022), "Outcomes of talent management: the role of perceived equity", Employee Relations, Vol. 44 No. 2, pp. 277-293. https://doi.org/10.1108/ER-04-2020-0153