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The role of talent-perception incongruence in effective talent management

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  • Sonnenberg, Mariëlle
  • van Zijderveld, Vera
  • Brinks, Martijn

Abstract

This study examines the effect of talent management (TM) practices, differentiation strategies, and incongruent talent perceptions in terms of psychological-contract fulfillment. The outcomes of the quantitative analysis of 2660 respondents within 21 organizations show the importance of actively attending to talent-perception incongruence. Incongruence occurs in situations where the organization's executives perceive an individual as ‘talent’, but the individual is unaware of this, and also the other way around: the situation in which the organization's executives do not consider an individual as ‘talent’ while the individual believes that they do. Although the increased use of TM practices is related to higher psychological-contract fulfillment, this relationship is negatively affected by incongruent talent perceptions. Our results show the importance of clearly defining talent and communicating this clearly to all employees. This is particularly important when the talent strategy is perceived as exclusive rather than inclusive.

Suggested Citation

  • Sonnenberg, Mariëlle & van Zijderveld, Vera & Brinks, Martijn, 2014. "The role of talent-perception incongruence in effective talent management," Journal of World Business, Elsevier, vol. 49(2), pages 272-280.
    • Handle: RePEc:eee:worbus:v:49:y:2014:i:2:p:272-280
    DOI: 10.1016/j.jwb.2013.11.011
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    Cited by:

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    2. James Kwame Mensah, 2019. "Talent Management and Employee Outcomes: A Psychological Contract Fulfilment Perspective," Public Organization Review, Springer, vol. 19(3), pages 325-344, September.
    3. Malik, Ashish & De Silva, M.T. Thedushika & Budhwar, Pawan & Srikanth, N.R., 2021. "Elevating talents' experience through innovative artificial intelligence-mediated knowledge sharing: Evidence from an IT-multinational enterprise," Journal of International Management, Elsevier, vol. 27(4).
    4. Md Asadul Islam & Amer Hamzah Jantan & Md Adnan Rahman & Abu Bakar Abdul Hamid & Fariha Binte Mahmud & Ashikul Hoque, 2018. "Talent Management for Organisational Performance Development in Bangladesh Private Industry Context," International Journal of Human Resource Studies, Macrothink Institute, vol. 8(4), pages 2134-2134, December.
    5. Lukáš Smerek & Milota Vetráková & Šárka Čemerková & Vojtěch Malátek, 2020. "Comparison of the Level of Personnel Work in the Czech Republic and Slovakia," Sustainability, MDPI, vol. 13(1), pages 1-16, December.
    6. Skuza Agnieszka & Woldu Habte G. & Alborz Shawn, 2022. "Who is talent? Implications of talent definitions for talent management practice," Economics and Business Review, Sciendo, vol. 8(4), pages 136-162, December.
    7. Gordhan K. Saini & I. M. Jawahar, 2021. "Do Employment Experience and Attractiveness Rankings Matter in Employee Recommendation? A Firm-level Analysis of Employers," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 46(2), pages 175-191, May.
    8. Tatoglu, Ekrem & Glaister, Alison J. & Demirbag, Mehmet, 2016. "Talent management motives and practices in an emerging market: A comparison between MNEs and local firms," Journal of World Business, Elsevier, vol. 51(2), pages 278-293.
    9. Mahiswaran Selvanathan & Nisha Nair Surendran & Thilageswary Arumugam & Sri Jeyanthirar Subramaniam & Noraini Mohamad Yusof, 2019. "Lecturer’s Perspective on Talent Management in Private Higher Learning Institutions in Kuala Lumpur, Malaysia," International Journal of Higher Education, Sciedu Press, vol. 8(5), pages 257-257, October.
    10. Lai, Yi-Ling & Ishizaka, Alessio, 2020. "The application of multi-criteria decision analysis methods into talent identification process: A social psychological perspective," Journal of Business Research, Elsevier, vol. 109(C), pages 637-647.
    11. Crane, Bret & Hartwell, Christopher J., 2019. "Global talent management: A life cycle view of the interaction between human and social capital," Journal of World Business, Elsevier, vol. 54(2), pages 82-92.

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