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Talent or Not? Employee Reactions to Talent Identification
Authors:Ingmar Björkman  Mats Ehrnrooth  Kristiina Mäkelä  Adam Smale  Jennie Sumelius
Institution:1. Aalto University School of Business, Finland;2. Hanken School of Economics, Helsinki, Finland;3. Aalto University, Finland;4. Department of Management, University of Vaasa, Finland;5. Department of Management and Organization, Hanken School of Economics, Helsinki, Finland
Abstract:In this article, we examine the effect of talent identification on employee attitudes. Building on social exchange theory, we analyze the association between employees' perceptions about whether or not they have been formally identified as “talent” and the following attitudinal outcomes: commitment to increasing performance demands, building skills, and supporting strategic priorities; identification with the unit and the multinational enterprise; and turnover intentions. Our analyses of 769 managers and professionals in nine Nordic multinational corporations reveal a number of differences between employees who perceive that they have been identified as “talent” and those who either perceive that they have not been identified or do not know whether they have been identified. We found only limited differences between the two latter categories.
Keywords:talent  talent management  attitudes  career  selection  multinational enterprises
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