The Talent Deal: How employees respond to global talent management.

Abstract

This paper argues that an organisation’s management of its talent is central to its opportunity to benefit from human capital, and that in doing so, the activity of talent management will influence the organisation’s exchange relationship with its employees. Closer examination of the impact of talent management on the social exchange relationship between organisations and their employees is imperative for strategic management of talent to achieve intended organisational performance outcomes. Although strategic human resource management (SHRM), international management (IM) and organizational behaviour (OB) literatures each examine aspects of the employee’s relationship and contribution to firm performance, the employee response to organizational talent management is largely overlooked. This paper repositions the employee as the central actor in talent management, through presentation of a research model which theorises the impact of talent management on the social exchange relationship and introduces the concepts of the