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This study aims to propose that inclusive talent management (TM) philosophy and TM practices are related to individual outcomes, such as job satisfaction, turnover intentions and job performance.

Using the resource-based theory, the research explores the mediation relationship between inclusive TM philosophy and job satisfaction, turnover intentions and job performance via TM practices. The study uses structural equation modelling for analysing the data collected through a questionnaire-based survey among a sample of 373 employees and 65 supervisors.

The results show that inclusive TM philosophy is positively related to individuals’ job satisfaction, job performance and decreased turnover intentions, through TM practices.

The study’s limitation lies in its restriction to a narrow set of organizations operating in Romania, thus limiting the generalization of the findings. Consequently, future studies can extend the scope of the study to include a larger sample size consisting of more organizations operating across multiple sectors and countries. While it is appropriate to assess talent philosophies at the level of the individual employees, future studies may wish to tackle the constructs from the organizational (managerial) standpoint where the TM practices and programmes are designed. Furthermore, future researchers could draw comparisons with large enterprises to investigate the differences in the impact of implementing TM practices within these organizational types. Finally, future research could explore the outcomes of inclusive TM philosophy by using a qualitative design, which sheds more light on other factors that support or hinder the outcomes of embracing inclusive TM in organizations.

The study’s findings have practical implications for organizations that want to improve their employees’ outcomes and provide evidence on how organizations can achieve this through their TM practices. First, the paper establishes a relationship between inclusive TM philosophy and employees’ outcomes (turnover intention, job satisfaction and job performance) through the mediating impact of the organization’s TM practices in the context of organizations operating in Romania. The relevance of the context for TM studies has been highlighted in the literature, and thus, the findings make an important contribution to the TM literature, given the limited number of empirical studies on TM practices from emerging European countries (Skuza et al., 2013). Second, the model was tested empirically by collecting data from two sources – employees and supervisors from the surveyed organizations. The perception among employees that they are treated as a talent by the organization can have a positive impact on their satisfaction, and job performance, and decrease their turnover intentions. This suggests that organizations should invest in talent development programmes to help their employees develop into talented performers who help improve the organization’s performance. The findings are of particular importance to human resources practitioners, as it suggests that organizations should consider implementing TM practices systematically across the organization to ensure that all employees benefit from them. By doing this, organizations can improve individual outcomes, which can ultimately lead to improved organizational performance.

Organization that develop the talent of their workforce in its totality are likely to be more successful in the long term. Similarly, it can be inferred that organizations that enhance the talent of their workforce through practices such as staff rotation, talent identification are likely to derive greater benefit from the capabilities that their staff display.

The study sheds light on the impact of talent philosophies and TM practices on outcomes at the individual employees’ level, which is an understudied study area within the broader TM discipline.

Multinational companies (MNCs) expect the highest return from their locally dispersed units, and thus the factors that impact the success of the subsidiaries have been of great interest to the literature. Building on the resource-based view, this paper aims to explore the effects of a set of contextual resources, in particular, the international staffing (expatriate and inpatriate assignments) and human capital resources on the performance of foreign-owned subsidiaries in Central and Eastern European (CEE) countries.

By means of a survey applied on 295 MNC subsidiaries from five CEE countries (Hungary, Romania, Poland, Serbia and the Czech Republic), the paper reveals the main relationships between contextual subsidiary level resources (the in-coming and out-going international assignments, human capital resources at both employee and management level and the human resource knowledge transfer) and the subsidiary performance.

This paper brings empirical support for the positive relationship between the MNCs’ contextual resources, in particular, the inpatriate assignments, the human capital resources and the performance of the locally dispersed subsidiaries. The findings show an interaction effect between the inpatriate and the expatriate assignments on the performance of the subsidiaries. The empirical results bring an insight into the understanding of the added value that the out-going inpatriate assignments and the human capital resources have for the global businesses.

This paper is empirical in nature and calls for further exploration of the topic on larger random MNC samples. The findings of this paper have the potential to improve how the management of the global businesses leverages the inpatriate assignments and human capital resources, thus leading to more value-added to stakeholders.

The originality of the paper stems from the implementation of the empirical survey in the dynamic but under-researched context of the CEE region. Thus, the findings reveal valuable input about the contribution of the human capital resources at the subsidiary level for the performance of the locally dispersed MNC units in five European developing countries.

The objective of the study is to identify the themes of “family friendly practices” and to perform a literature review. The research aims to identify the emerging trends in the area of “family friendly practices” by carrying out an exhaustive literature review.

The study synthesizes the literature between the years 2010 and 2019. First of all, 150 research articles were identified by keyword search, bibliography and citation search, out of which 57 research articles were selected on the basis of the most sound theoretical background and maximum literature contribution. The citation analysis method was performed on these studies in order to study the journals, authors by using Google Scholar, ResearchGate, the international database Science Citation Index and SCImago Journal Ranking.

The author citation count shows that the research topic is still getting recognition and the research in this area is increasing. The finding of the research is that the current research in family-friendly practices has focused mainly on seven topics: availability and usability of family-friendly policy, job satisfaction, organizational performance, supervisor or manager support, work–life conflict, employee turnover employee retention and women’s employment.

The study may provide valuable inputs to the HRD practitioners, managers, research scholars, to understand the recent trends in the field of family-friendly policy. As per the best knowledge of the author, this is the first study on family-friendly practices using citation analysis.