Effectiveness of talent management strategies
By Pamela Bethke-Langenegger, Philippe Mahler, Bruno Staffelbach. 2011
190 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/e89ec23ebe2d6c188e0c8b5133aeb816592363ae
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Organizational Behavior and Human Resource Management
- Nicky Dries
- Maria Christina Meyers
- Roland Pepermans
- Joeri Hofmans
- Jolyn Gelens
- G. D. Boeck
- M. Festing
- Lynn Schäfer
In Social Psychology
- Nicky Dries
- G. D. Boeck
- Lynn Schäfer
- Joeri Hofmans
- Roland Pepermans
- Maria Christina Meyers
- M. Festing
- Marianne van Woerkom
Citations in the corpus
- Employee reactions to talent management: Assumptions versus evidence (2018, background): “Second, TM is believed to contribute to the ongoing development of company‐specific, relevant skills and knowledge (Bethke‐Langenegger et al., 2011; King, 2015).”
- Talent management and organisational justice: employee reactions to high potential identification (2014, result): “In line with this reasoning, the few studies that have tested the impact of talent management have mainly focused on outcomes at the macro level (Bethke-Langenegger et al., 2011).”
- Generational challenges to talent management: A framework for talent retention based on the psychological-contract perspective (2014, background): “In their research investigating the impact of talent strategies on organizational outcomes, Bethke-Langenegger et al. (2011) showed that TM has a positive impact, not only on organizational performance, but also on individual outcome variables.”