Author:

Keywords:

Talent management, SHRM, High potentials, Management trainees, Affective commitment, Perceived organisational support, Signalling theory, Social Sciences, Management, Business & Economics, talent management, high potentials, management trainees, affective commitment, perceived organisational support, signalling theory, HUMAN-RESOURCE ARCHITECTURE, PSYCHOLOGICAL-RESEARCH, PERSON-ORGANIZATION, MANAGEMENT, METAANALYSIS, CONTINUANCE, WORK, FIT, JOB, 1503 Business and Management, 3503 Business systems in context, 3505 Human resources and industrial relations, 3507 Strategy, management and organisational behaviour

Abstract:

We examined how perceived organisational support affects the relationship between being designated as talent and affective commitment. Two studies were conducted in two different ‘talent’ populations. In study one, a questionnaire was distributed within one large company among employees who were designated as high potential, and a control group which was not (N=203). In study two, the same questionnaire was distributed within a different company among employees who were designated as management trainee, and a control group which was not (N=195). The results from both studies showed that perceptions of organisational support were significantly stronger for employees that were designated as talent. Moreover, perceived organisational support mediated the relationship between an employee’s designation as talent and affective commitment in both studies. Theoretical and practical implications of these findings are discussed.