Quid pro quo? Examining talent management through the lens of psychological contracts

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Talent management and organisational justice: employee reactions to high potential identification (2014, result): “In line with this rationale, findings in psychological contract literature indeed show that the high potentials feel obligated to positively enhance their work behaviours in response to investments made by the organisation (Höglund, 2012).”
Employee reactions to talent management: Assumptions versus evidence (2018, background): “These are typically measured by either companyspecific items, for instance on promotion (e.g., Höglund, 2012) or leadership development practices (e.g., Khoreva & Vaiman, 2015), or by non-company specific indexes such as the Human Capital Index (e.g., Barkhuizen, Mogwere, & Schutte, 2014) or the…”
Talent management: Current theories and future research directions (2014, methodology): “Using Psychological-Contract theory as a lens, Hoglund (2012) assessed ‘‘employee perceptions of the extent to which talent qualities are rewarded, and the effect of such perceptions on employee-felt obligations to develop skills’’ (p. 126).”