Exclusive talent management and its consequences: a review of literature

The Impact of Career Plateaus on Job Performance: The Roles of Organizational Justice and Positive Psychological Capital

Previous studies suggest that career plateaus have detrimental effects on employees' satisfaction and performance. Psychological distress generated by career plateaus hinders organizations from achieving the United Nations' Sustainable Development Goals (UNSDGs) of 'health and well-being at work' (SDG-3) and 'decent work' (SDG-8). How to mitigate the negative impact of career plateaus becomes the key to enhancing sustainable well-being at work. However, the influencing mechanisms of career plateaus have not been fully discussed, especially regarding employees' psychological processes. Drawing on the equity theory and the conservation of resource theory, this study examines the influence mechanism of career plateaus on employee job performance via organizational justice, with positive psychological capital moderating the process. Mplus and the Process macro for SPSS are adopted to conduct confirmatory factor analysis and regression analyses. Building on 368 supervisor-employee paired questionnaires with an average of eight employees per supervisor, empirical results indicate that employees who encounter career plateaus reduce their perceived organizational justice to discourage them from performing well in their jobs. Positive psychological capital, however, mitigates the negative effects of career plateaus on perceived organizational justice and the indirect effects of career plateaus on job performance through organizational justice. Theoretically, this study advances our understanding of the influence mechanism of career plateaus on employees' job performance. Practical implications are also drawn for organizations to alleviate the negative impact of career plateaus to promote sustainable well-being at work.

Evaluating the Attitude of Employees from the Practice of Exclusive Talent Management: A Study of Hotel Employees in Delhi

Understanding employees’ attitude towards the practice of exclusive talent management (ETM) has become increasingly important for ethical concerns. Despite its significant importance, this study is one of its kind, which first aims to examine the positive and negative attitude arising from the practice of ETM and also checks for the difference between the talented and non-talented employees. Based on social exchange and signalling theories, past studies have conceptually proposed that there may exist a difference in talented and non-talented employees because of their perception of justice and support, as this practice follows workforce discrimination in the organisation. Second, this article also aims to analyse how perceived justice and perceived support affect the attitude of employees towards ETM practices. Data was collected through the questionnaire method by applying convenience sampling technique, and responses of 735 employees were collected across 15 luxury hotels in New Delhi. Structural equation modelling and mediation analysis were conducted in AMOS to test various relationships. The findings suggest that ETM practices significantly affect both positive and negative attitude of employees. Also, talented employees perceive higher levels of positive attitude than non-talented employees, whereas no significant difference was found in their perception of negative attitude. Further, it was proposed that the differences in the attitude of the employees are because of their perception of justice and support towards ETM practices. It was found that perceived justice mediates the relationship of ETM with both positive and negative attitudes, but perceived support only mediates the relationship of ETM practices and the negative attitude.