The COVID-19 pandemic has resulted in significant talent management challenges including (a) hiring freezes and layoffs; (b) salary freezes, canceled bonuses, and pay reductions; (c) how work is done (i.e., teleworking); and (d) increased employee stress and burnout. Also, COVID-19 has made it...

This article seeks to explain and understand how the strength of a human resource management (HRM) system and perceived organizational support (POS) determine employment relationships (ERs) in organizations and the behaviors they generate in terms of organizational citizenship behavior (OCB) and...

A recent cross-cultural study suggests employees may be classified, based on their scores on a measure of work ethic, into three profiles labeled as "live to work," "work to live," and "work as a necessary evil." The present study assesses whether these profiles were stable before and after an...

The field of talent management (TM) has grown over the last two decades, and much theoretical and methodological progress has been made in an effort to better conceptualize the field. Despite these efforts, the construction of knowledge within TM research has ignored power and gender dynamics....