The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda

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Talent management, talent mindset competency and job performance: the mediating role of job satisfaction (2015, background): “Recently a micro-level perspective on TM has been reflected by some authors (Björkman et al., 2013; Gelens et al., 2013; Gelens et al., 2014).”
Employee reactions to talent management: Assumptions versus evidence (2018, background): “InclusiveTM emerged as a response to the critique that exclusive TM evokes negative reactions in non‐talented employees, which could potentially lead to negative “net effects” of TM at the group level (Gelens et al., 2013; Swailes, 2013).”
Talent management and organisational justice: employee reactions to high potential identification (2014, background): “For this reason, several researchers (Becker et al., 2009; Gelens et al., 2013) have suggested that studying the effects of talent management at the micro level is necessary.”