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Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature

Author

Listed:
  • Edward P. O’Connor

    (Maynooth University)

  • Marian Crowley-Henry

    (Maynooth University)

Abstract

This conceptual paper explores the relationship between an organization’s exclusive talent management (TM) practices, employees’ perceptions of the fairness of exclusive TM practices, and the corresponding impact on employee engagement. We propose that in organizations pursuing exclusive TM programs, employee perceptions of 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 framework’s foundation. The propositions in the framework are each supported by the respective literature. 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.

Suggested Citation

  • Edward P. O’Connor & Marian Crowley-Henry, 2019. "Exploring the Relationship Between Exclusive Talent Management, Perceived Organizational Justice and Employee Engagement: Bridging the Literature," Journal of Business Ethics, Springer, vol. 156(4), pages 903-917, June.
    • Handle: RePEc:kap:jbuset:v:156:y:2019:i:4:d:10.1007_s10551-017-3543-1
    DOI: 10.1007/s10551-017-3543-1
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    References listed on IDEAS

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    2. Farndale, Elaine & Agarwal, Promila & Budhwar, Pawan, 2022. "Outcomes of talent identification in economically liberalized India: Does organizational justice matter?," Journal of Business Research, Elsevier, vol. 144(C), pages 740-750.
    3. Oubrich, Mourad & Hakmaoui, Abdelati & Benhayoun, Lamiae & Solberg Söilen, Klaus & Abdulkader, Bisan, 2021. "Impacts of leadership style, organizational design and HRM practices on knowledge hiding: The indirect roles of organizational justice and competitive work environment," Journal of Business Research, Elsevier, vol. 137(C), pages 488-499.
    4. Roberto Luna-Arocas & Francisco J. Lara, 2020. "Talent Management, Affective Organizational Commitment and Service Performance in Local Government," IJERPH, MDPI, vol. 17(13), pages 1-15, July.
    5. Maude Lavanchy & Patrick Reichert & Jayanth Narayanan & Krishna Savani, 2023. "Applicants’ Fairness Perceptions of Algorithm-Driven Hiring Procedures," Journal of Business Ethics, Springer, vol. 188(1), pages 125-150, November.
    6. Stephen Makewit Mosong & Dr. Peninah Tanui, 2023. "Talent Management Practices and Perceived Sustainable Competitive Advantage of the Kenya’s Commercial Banks in Nairobi County: Interaction Effect of Organizational Justice," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 7(7), pages 645-653, July.
    7. Marc-Antoine Gradito Dubord & Jacques Forest & Lina Marija Balčiūnaitė & Evamaria Rauen & Tomas Jungert, 2022. "The power of strength-oriented feedback enlightened by self-determination theory: a positive technology-based intervention," Journal of Happiness Studies, Springer, vol. 23(6), pages 2827-2848, August.

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