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The purpose of this paper is to examine a process through which perceived talent identification affects employee burnout.

Data for the study were collected from 242 employees using a cross-sectional survey design.

The findings supported the mediating role of work effort in the relationship between perceived talent identification and burnout. Furthermore, the results highlighted the moderating role of employee well-being attributions in the relationship between perceived talent identification and employee work effort. The moderated–mediated relationship for burnout was also supported.

Using insights from conservation of resources and attribution theories, this study not only examined the direct relationship between perceived talent identification and feelings of burnout but also provided insights into why perceived talent identification leads to different employee outcomes.

Management should pay attention to the communication processes related to talent identification because employees’ interpretation of the underlying motives of this identification impacts their well-being (i.e. feelings of burnout).

This study examines employees’ attributions in the context of talent management and demonstrates that these interpretations play an important role in shaping their behaviours.

The purpose of this paper is to examine how diversity of cultural minority newcomers and transformational leadership affect the socialization process of cultural minorities in organizations.

A conceptual model is developed based on diversity theory and past research studies.

The authors highlight the roles of transformational leadership and diversity mindsets in facilitating their socialization process.

Using quantitative studies, future research should attempt to test the propositions presented in this paper by conducting employee-level studies.

The focus of diversity training needs to be changed from preventing unfairness and discrimination to viewing diversity as an important informational resource. Leaders of cultural minority newcomers should be trained to lead in a more transformational manner.

Scholars suggest that research on cultural minorities is lacking and their integration in organizations is examined less extensively. In this paper, the authors fill this gap and present a conceptual model examining the socialization process of cultural minorities.

The purpose of this paper is to understand how and under what conditions employees’ participation in high potential (HiPo) programs leads to various employee outcomes (i.e. affective commitment, job satisfaction, organizational citizenship behaviors (OCBs), and turnover intent).

Data were collected by a cross-sectional survey among 242 employees who had HiPo programs in their current organizations.

Findings provided support for the mediating role of commitment-focused HiPo attributions in the relationships between HiPo program participation and employee outcomes (affective commitment, job satisfaction, OCBs, and turnover intent). The results also demonstrated significant interaction effects of HiPo program participation and organizational trust on commitment-focused attributions. Additionally, the results provided support for several mediated-moderated models.

This study opened the “black box” by examining the processes through which talent management (TM) shapes employee attitudes and behaviors, and demonstrated that these relationships are not necessarily direct.

To ensure employees’ career success, organizations need to build trustworthy relationships with their employees, and must consider the processes related to the talent identification, as well as the messages this identification communicates to employees about their contributions.

This study is the first to examine employees’ attributions about their participation in HiPo programs. Further, this study is also the first to empirically investigate the role of employees’ perceptions of organizational trust in the context of TM.

The purpose of this study is to examine the career transition experiences of three immigrants from Pakistan in Canadian organisations using Nicholson’s four-phase transition cycle.

A case study approach was used, and data were collected through three in-depth, semi-structured interviews to determine how immigrants experience career transitions in Canadian organisations.

The findings show that all three participants had almost the same level of expectations before coming to Canada; however, there were significant differences in their career transition experiences. These findings demonstrate that immigrants’ career experiences can be understood and examined through the lens of Nicholson’s transition framework; their expectations and experiences at one stage subsequently affected their experiences at later stages.

A longitudinal research design would be an excellent approach to explore immigrants’ career transition over time.

Organisations hiring skilled immigrants need to be more supportive of their efforts in reducing immigrants’ feeling of underemployment and discrimination.

The study contributes to the immigrant literature by presenting a new way of looking at immigrants’ experiences in Canadian organisations. It also contributes to the career literature by extending the application of Nicholson transition cycle to an underrepresented population (i.e. immigrants) in careers research.

This study investigates human resource (HR) professionals' experiences during the COVID-19 pandemic.

The study involves in-depth, semi-structured interviews with 37 HR professionals purposefully selected based on their prior involvement in managing pandemic-related challenges.

The findings reveal that HR professionals faced intensified organizational demands, leading to expanded job roles, increased workload, a change in pace and emotional pressures. However, participants exhibited resilience by drawing from and creating various job resources to cope with these demands. Our findings also show that despite HR professionals being central to creating workplace support and wellness initiatives, their well-being needs were often overlooked as they prioritized supporting others.

The study contributes to research on the experiences of HR professionals during the pandemic and to job-demands resources (JD-R) theory by incorporating context-specific demands, resources and coping strategies specific to HR professionals.

Lessons learned for organizations and HR professionals are discussed in relation to creating conditions of organizational support and resource availability for HR professionals.

This study extends research on the mental health and well-being of HR professionals during the pandemic by providing a novel lens on linkages between job demands, job resources and self-regulation strategies.