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This paper studies how employee effort depends upon the manager’s level of narcissism and the framing of the manager’s incentive scheme. In an online experiment with 356 employee participants, the authors manipulate the description of the manager narcissism (high or low) and the framing of the manager’s compensation scheme (bonus or penalty) and examine the joint effect of these two factors on employee effort to help the manager reach their objectives. Results show that employees exert less (more) effort when manager narcissism is high (low). This effect is mediated by employees’ feelings of envy toward the manager. In line with recent research on the cascading effect of management compensation, the authors also find that a manager’s penalty contract has a negative effect on employee effort when manager narcissism is high. The results have important implications for compensation design in business practice.

The purpose of the paper is to afford a comprehensive conceptualization and operationalization of the construct of talent management through an inclusive exploration of conceptual clarifications for existing confusions while developing a complete measuring instrument.

The archival method was adopted together with a systematic review based on Khan et al.’s (2003) five steps of systematic literature review. The systematic review has encircled published research articles between 1982 and 2023 in the human resource management (HRM) arena. A total of 130 articles were initially scrutinized, and 106 were systematically reviewed to conceptualize, operationalize and explore clarifications for confusions and instrument development for talent management.

This study explored conceptual clarifications for existing confusions towards talent management while recognizing definitions that come under the main philosophical schools for the underlying concept of talent. A novel practical definition has been established for talent management while recognizing dimensions, and then certain elements. A comprehensive instrument has been developed to measure talent management.

This study is limited to instrument development in measuring talent management; nevertheless, there is an enormous scope for using the instrument to empirically measure talent management through organizational and employees perspectives linked to diverse global contexts in future studies.

The developed comprehensive instrument is a vibrant contribution to future investigations related to empirically measuring talent management associated with organizational and employee perspectives related to diverse global contexts in winning “war for talent.” This study endows a significant input to the whole frame of HRM knowledge as it resolves existing conceptual ambiguities towards talent management while defining and operationalizing it.