Generational Challenges to Talent Management: A Framework for Talent Retention Based ‎on the Psychological-Contract Perspective

In this conceptual paper, we adopt a social-exchange theory perspective to explain the impact ‎of ‎talent‏ ‏management (TM) on the psychological contract and its outcomes. This relationship ‎is ‎supposedly‏ ‏moderated by generational effects and associated differences in work-related ‎values ‎and preferences.‎‏ ‏Thus, often-neglected individual-level variables are included in the ‎analysis. A ‎framework and testable‏ ‏propositions are provided. As a result, we propose that in ‎contexts where ‎a war for talent prevails, the‏ ‏strong interest of Generations X and Y in training, ‎development, ‎and career advancement make highly‏ ‏engaged and extensive TM activities even ‎more crucial for ‎retaining talented individuals than is the case‏ ‏for the so-called Baby Boomer ‎generation.‎