Talent management practices for non-high potentials in the public sector: effect of appraisal methods on work outcomes

Abstract

PurposeThis study aims to provide empirical evidence on the impact of different appraisal methods for internal talent selection in talent management practices on non-high potentials' (NHPs) outcomes, including organizational commitment, job satisfaction and intention to leave, drawing on the attribution theory. Furthermore, it examines the moderation of public service motivation (PSM) on this relationship.Design/methodology/approachThe authors conducted a scenario-based survey with a post-test experimental design to analyze the survey result using a sample of 245 NHPs from a public sector organization in Indonesia.FindingsThe appraisal methods affect NHPs' outcomes partially and in an unexpected way. Specifically, the “controllability” of talent selection measurement is not the primary driver in NHPs achieving expected outcomes, though it has been emphasized in the recent literature. PSM partially moderates the relationship between appraisal methods and NHPs' outcomes.Originality/valueThis study advanced the attribution theory by suggesting the “appropriateness” dimension unexplored in the literature, based on the unexpected results of the main relationship.