Abstract

The aim of this paper is twofold, i.e. first to explore the ethical ambiguity arising out of exclusive approach to talent management practices and second to take into consideration the employees’ reaction of such practices. Workforce discrimination or segmentation may be feasible from the point of view of cost-benefit, but it imposes serious implications on the fairness perceived by employees. The paper involves extensive use of existing literature which comprises of journals, books, published reports, articles, etc. from various sources that are critical to the subject of study. The literature is selected based on the availability, language, accessibility and relevancy to the topic. The extensive review of literature postulates the violation of the stakeholder theory, equity theory and organisational justice theory in practising exclusive approach of talent management. Ethics and fairness play a major role in influencing the affective, behavioural and cognitive responses of an individual. As a result, talented employees may feel overburdened by the responsibility given to them, and non-talented employees may disassociate themselves from the additional work. Therefore, overall consequence may result to net negative reactions of exclusive talent management practice. Moreover, the role of perceived organisational justice and support cannot be undermined in studying the relationship between exclusive talent management and attitude of employees. This paper is based on certain literature from a limited database. Exhaustive literature review would lead to more concrete perspectives about ethical consideration and subsequently employees’ reaction. Analysing the consequences of employee’s reaction arising from the exclusive talent management practices will highlight the need for change in the direction towards inclusive approach and implement better practices for the good of all employees. This indeed will outline the efficient mechanism to manage talent.