What is it about?
We propose that in organizations pursuing exclusive TM programs, employee perceptions of the organizational justice of the exclusive TM practices may affect their employee engagement, which may influence both organizational and employee outcomes. Building on extant research, we present a conceptual framework depicting the relationship between exclusive TM practices, organizational justice and employee engagement, with social exchange theory and equity theory as the frame- work’s foundation. The propositions in the framework are each supported by the respective literature.
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Why is it important?
The perceived organizational justice and potential ramifications of exclusive TM practices for employees who are not included in corporate talent pools is an under-researched topic. The paper considers the perspectives of employees not included in corporate talent pools and explores how exclusive TM practices, as inputs, could lead to negative employee engagement outputs. In unpacking how exclusive TM practices could impact on employee engagement, the implications for organizations are underlined. The ethics and perceived fairness of exclusive TM practices, which have the potential to marginalize employees and lead to their disengagement, are considered
Perspectives
Employers have a moral responsibility to care for their employees and ‘opportunities for employee development form part of the overall package of care’ (Swailes 2013a, p. 37). However, as a minority group, ‘talented’ employees have a disproportionate amount of development resources invested in their future (Malik and Singh 2014; Swailes 2013a). I believe that this proactive workforce differentiation raises ethical questions, where the dehumanizing effect of exclusive TM is propounded at the individual level, with those regarded as ‘non-talented’ excluded, denied individual agency and labeled inferior (Swailes 2013a). Exclusive TM can have negative consequences for employee inclusion and diversity, marginalizing and sometimes neglecting the majority of employees (Sheehan and Anderson 2015), with those excluded ‘harmed by actions done in the name of boosting organizational performance’ (Swailes 2013a, p. 37).
Dr Edward P O'Connor
Maynooth University
Read the Original
This page is a summary of: Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature, Journal of Business Ethics, April 2017, Springer Science + Business Media,
DOI: 10.1007/s10551-017-3543-1.
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