Exploring talent management practices: antecedents and consequences

Abstract

Talent management (TM) has received lots of attention of academics, practitioners, researchers, scholars, and competitive firms in recent years, but there are many gaps left for further theoretical and empirical development. One of gap is lack of clarity of definition of TM, and the ongoing debate about whether it is merely repackaging of already existing human resource management (HRM) practices or a new concept. In this context, this paper concludes that TM practices are distinct from the traditional HRM practices. The authors have consolidated the existing literature on TM for designing an integrated model of TM including its antecedents and consequences. The study calls future research to empirically test the derived propositions. The paper includes various theoretical, economic, managerial, and future research implications.