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Title: Exploring differentiated talent management from organisational and employee perspectives : two studies from the GCC banking sector
Author: Alhaidari, Lamees Abdulrahman
ISNI:       0000 0004 5918 7068
Awarding Body: King's College London
Current Institution: King's College London (University of London)
Date of Award: 2016
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The aim of this thesis is to examine an emerging sub-field within the broad area of HRM: talent management (TM). Since its emergence, TM has been described as strategically important, yet lacking in conceptual clarity (Lewis & Heckman, 2006). More precisely, it is a little unclear what talent is and how talent are managed differently from the rest of the workforce. Thus, the evaluation of the effectiveness of TM in relation to outcomes such as employees’ attitudes and behaviours remains uncertain. For this reason, this dissertation explores a range of employees’ responses to the differentiated talent management approach in the banking sector of Gulf Cooperation Council countries and the mechanisms behind why these reactions occur. By first exploring TM in the GCC countries; then investigating different sources of talent identification within organisations and how these might influence key employee outcomes, namely affective commitment, intention to leave and extra-role behaviours. Theoretical propositions are tested to explore the psychological mechanisms underlying employees’ responses to TM and under what conditions these may vary, drawing on social-exchange theory (Blau, 1964), social-cognitive theory (Bandura, 1982) and organisational justice theory (Greenberg, 1990). The findings indicate that social exchange theory accounts for employee outcomes more than social-cognitive theory. Additionally, procedural justice plays a significant role in buffering the TM effects. This thesis offers four contributions to the TM field. First it provides a wider exploration of talent identification, using a multiple talent identification sources. Second, it tests for key employee outcomes that received limited empirical investigation. Third, it draws on two theories that might explain how a differentiated TM approach leads to its proposed effects. Finally, it utilises organisational justice theory to show how to neutralise its effects for all employees.
Supervisor: Peccei, Riccardo Eugenio ; Clinton, Michael Edward Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available