Talent or Not? Employee Reactions to Talent Identification
基于社会交换理论，研究员工是否被识别为“人才”对其态度的影响，包括绩效承诺、技能提升、战略支持、组织认同和离职意向，分析769名管理者和专业人员的数据。
Abstract In this article, we examine the effect of talent identification on employee attitudes. Building on social exchange theory, we analyze the association between employees' perceptions about whether or not they have been formally identified as “talent” and the following attitudinal outcomes: commitment to increasing performance demands, building skills, and supporting strategic priorities; identification with the unit and the multinational enterprise; and turnover intentions. Our analyses of 769 managers and professionals in nine Nordic multinational corporations reveal a number of differences between employees who perceive that they have been identified as “talent” and those who either perceive that they have not been identified or do not know whether they have been identified. We found only limited differences between the two latter categories.