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首页> 外文期刊>Human Resource Management Review >'High potential' programs: Let's hear it for 'B' players
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'High potential' programs: Let's hear it for 'B' players

机译：“高潜力”计划：让“ B”玩家听听

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Organizations implement 'high potential' (HiPo) programs to identify, develop and retain their most talented employees (also known as 'A' players). However, there is still not much known on how these programs affect other employees (i.e., 'B' players) who are not included. Drawing on Bowen and Ostroff s (2004) framework on the strength of HRM system and attribution theory, we theoretically examine the impact of HiPo programs on 'B' players' attitudes and behaviours. Specifically, we propose that 'B' players use various information and contextual cues to make attributions about these programs. We also propose that trust moderates the relationship between various meta-features of HiPo programs and 'B' players' perceptions about these programs. Further, we examine the role of an employee's motivation profile (i.e., achievement motivation and power motivation) in forming his/her attributions about these programs, which then affects his/ her commitment and organizational citizenship behaviours. Future research directions and practical implications are presented.
机译：组织实施“高潜力”（HiPo）计划以识别，发展和留住最有才华的员工（也称为“ A”玩家）。但是，关于这些计划如何影响未包括在内的其他员工（即“ B”玩家），仍然知之甚少。借鉴Bowen和Ostroff（2004）关于人力资源管理系统的优势和归因理论的框架，我们从理论上考察了HiPo计划对“ B”玩家态度和行为的影响。具体来说，我们建议“ B”玩家使用各种信息和上下文提示来对这些程序进行归因。我们还建议信任可以调节HiPo程序的各种元功能与“ B”玩家对这些程序的看法之间的关系。此外，我们研究了员工的动机概况（即成就动机和权力动机）在形成他/她对这些计划的归因时的作用，进而影响他/她的承诺和组织公民行为。提出了未来的研究方向和实际意义。

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