Abstract:
Managing talent has become critical in the modern world, yet little is known about the
psychological perspective of exclusive talent management context. Building on social
exchange, social identity, self-consistency and equity theories, this paper develops a conceptual
framework in pursuit of understanding the influence of talent management practices on
employee responses. In addition, the model posits mediation role of individual self-concept of
talent in the relationship of talent management practices and employee attitudinal and
behavioural responses. The paper also highlights the relevance of individual perception on
talent status, sense of power and distributive justice in shaping response of talent in
organizations. The model asserts implications for modern managers to re-think on the
mechanism of managing employee response more effectively.
