Employee Reactions to Talent Management

About 65 percent of organizations worldwide have talent management (TM) practices in place, with 5 to 10 percent of their employees being identified as a talent annually. Seemingly unhindered by a lack of empirical evidence, in recent years organizations have decided to include more and more employees in their talent pools, with the goal of making them more ‘inclusive’. Social comparison theory, however, states that being outperformed by a less exclusive élite group likely intensifies negative reactions of those being outperformed while diminishing positive reactions of the outperformers. TO BE CONT’D

Faculty Supervisor:

Yannick Griep

Student:

Partner:

Katholieke Universiteit Leuven

Discipline:

Sociology

Sector:

Education

University:

University of Calgary

Program: