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Talent management can provide an organization with a competitive advantage. However, little is known about how human resource practices pertaining to talent management drive positive outcomes. Drawing on social exchange theory, this study investigates the effect of talent management practices usage on employee commitment and intention to leave. Integrating social exchange theory and the theory of met expectations facilitated predicting the mediating role of perceived career growth in the talent management practices usage-employee outcomes relationship.

Data were collected using a survey from 268 employees from eight organizations from the financial and services industries in Jordan.

Talent management practices usage has a significant direct positive effect on employee commitment but no direct effect on employees’ intention to leave. Further, there is pioneering evidence that perceived career growth mediates the following relationships: talent management practices usage and commitment and talent management practices usage and intention to leave.

The study provides unprecedented evidence of the effect of TM practices usage on employee outcomes and the role of perceived career growth in the TM practices usage-employee outcomes relationship from an underexplored context of Jordon. Our research results contribute to theory development in TM by supporting, extending and integrating social exchange theory and the theory of met expectations.

Albeit gradual and uneven, the emergence of social and environmental reporting by publicly held corporations has been a major development in the last few decades. This paper aims to explore patterns of the emergence of these disclosures. Using an institutional theory lens, this paper considers mimetic, normative and coercive possibilities.

US publicly traded company data from 2013 to 2019 is used to test the hypotheses. Mimetic forces are proxied with corporate board interlock frequency. Normative ones use the extent of gender diversity on corporate boards. Measures of business climate and industry regulatory sensitivity proxy coercive potentiality.

Studied in isolation, each of the three forces through which organizations pursue the heightened legitimacy of enhanced environmental and social disclosures has credibility. The strongest support exists for mimetic and normative mechanisms, perhaps because the US government has been reluctant to make these expanded disclosures mandatory.

In the world of voluntary action, more attention to diffusion is needed. For these purposes, better proxies will be needed to study change. Social and environmental information should be separated for individual analysis.

At least in the USA, companies are attentive to what other companies are doing. There is something to be said for the ethical dimension of corporate transparency.

Governmental action in this area has not been effective, at current levels. Corporate leadership is essential. Critical information is shared about disclosure by board members.

Although institutional theory makes several appearances in this area, to the best of the authors’ knowledge, the current study is the first empirical archival study to examine the three forces simultaneously, providing evidence as to the relative magnitude of each institutional force on environmental and social disclosures. Should these disclosures not be mandated by government, this study shows pathways for enhanced disclosures to continue to spread.

This study aims to investigate the mediating role of trust in management and the moderating role of employee-management congruence in high-performance work system (HPWS) perceptions on the relationship between HPWS and firm performance.

Survey data on HPWS practices and employee–manager perceptions from a large sample of South Korean firms were integrated with objective financial performance data. Path analysis using STATA 18.0 with robust standard errors was used to test the hypothesised moderated mediation model.

Trust in management partially mediated the relationship between HPWS and firm performance. While employee–management congruence in HPWS perceptions did not moderate the direct effect of HPWS on firm performance, it significantly moderated the indirect effect through trust in management. The positive influence of HPWS on performance via trust was stronger when employee–management congruence was high.

This study extends the social exchange perspective on the HPWS–performance relationship by incorporating trust in management as a critical mediator and employee–management congruence in HPWS perceptions as a moderator. The findings highlight the importance of fostering shared understandings of human resource practices between employees and managers to optimise the trust-building and performance-enhancing effects of HPWS.