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The conventional talent management approach views human relationships as transactional, akin to the commodities that traverse through the supply chain maze. In short, there is a quid pro quo relationship between wage and services, depriving any role for other non‐monetary influences on this relationship. This naïve view of human behavior has distracted the fundamental purpose of talent management – to unlock the value of talent to organizations. Two fundamental drivers that have challenged this transactional view espoused by HR include technology and advances in neuroscience. The technological advancements have created a demand for highly skilled professionals who value autonomy and meaningful engagement. This has brought employee engagement within the focus of managers – a topic that had less significance in earlier decades. The transactional view of workplace relationships has been challenged by discoveries of human behavior by neuroscience. Human beings are wired to have emotions and perceptions, and a workplace is no exception. Reframing the issue through a simple‐yet‐powerful framework, fundamentals of talent management can be restored, paving the way for a meaningful design of organizations. This paper seeks to address these issues.

Using rigorous in‐depth secondary research about current talent practices, the report offers a novel framework to unlock the drivers of employee's motivation and performance. The framework serves as a diagnostic leadership tool to identify breakdowns and foster a meaningful conversation to restore the organization back to equilibrium. A holistic alternative that is agnostic to the rank of the employee, job role, and geography offers promise over the current practice of dealing with employee issues in fragmented manner.

The proposed framework helps identify the sweet‐spot that lies at the intersection of three fundamental drivers; employee's preferences on the type of work, employee's core competency and activities that are value‐adding to the organization. The sweet‐spot is the employee's emotional wallet that the organizations must proactively capture to unlock the true drivers of motivation and performance. The proposed framework serves as a diagnostic tool to meaningfully tackle breakdowns and restore organizations to equilibrium. The sweet‐spot provides the clue to design an effective organizational structure, identify the enablers and catalyst that can unlock employee motivation and performance.

There is a compelling need for today's organizations to refocus their energies to unlock the value of their talent to drive higher performance and motivation. Deploying the proposed framework will empower organizations to capture the “share of emotional wallet” that is critical to drive higher levels of employee engagement and motivation. Smarter organizational structures and job role can be meaningfully designed.

The proposed framework challenges conventional talent management views of human relationships as transactional akin to the commodities that traverse through the supply chain maze. This blind spot has deprived the organizations in unlocking the drivers of employee motivation and performance. Overcoming this blind spot empowers talent management to capture the emotional share of wallet instead of trying to perfect the delivery supply chain.

Despite new organizational complexities, the fundamental focus for talent management is to unlock the value of its resource. Despite the pristine appeal of this fundamental tenet of talent management, it is ironic that HR has drifted its focus from its core. Reframing the issue through a simple‐yet‐powerful framework, fundamentals of talent management can be restored, paving the way for a meaningful design of organizations. This is a paradigm shift for talent management to get back to basics of what really matters to the organizations.

Fostering employee engagement in large organizations is a formidable problem that gets even more challenging in a sluggish economy, when the standard lever of monetary incentives are not a viable option for boosting employee engagement and motivation. As the organization gets larger, building emotional connectedness or bonding becomes challenging as teams expand to operate in different time zones. The overwhelming pace of work in the modern workplace can also hamper bonding. Yet emotional connectedness, when present, serves as a catalyst in driving superior performance and employee loyalty. The culture of many large organizations discourages innovation and out-of-the-box thinking because their institutional structures encourage risk aversion. Even though large organizations are best positioned to absorb the ups and downs of intelligent risk-taking, their talent processes enforce conformity, legitimize mediocrity and penalize failed attempts at innovative thinking. Performance appraisals tend to promote employees who take the path of least resistance. Managers, of course, help perpetuate this risk-averse cycle of mediocrity. Either they have been conditioned to think only in a linear fashion or organizational systems perpetuate managerial insecurity at all levels. This insecurity manifests in several ways: managers may take credit for the work performed by a subordinate; shoot down ideas a subordinate may have; or deflect opportunities that a subordinate may get. Survival in such an environment is based on being average and staying within the system. As a result, the spirit of entrepreneurship is lost. The authors designed a creative and playful contest called “Maverick” to tackle employee engagement in large organizations. The contest deeper goals include: shifting culture and behavior, talent discovery, brand building and meaningful engagement. The impact of the program on a broader organizational culture parameters were assessed through a survey. The survey results validate the impact of the program.

The paper develops a conceptual approach that underlies the design of the Maverick program. Surveys were deployed to determine the perceived impact of the program on the broader culture.

The secret ingredient in employee engagement is gaining the “emotional share of wallet” of employees to drive meaningful, enduring organizational change. Emotional wallet share is the sweet spot that lies at the intersection of employees’ skill sets, their aspirations and the value they generate for the organization. Proactively identifying the sweet spot empowers an organization to capture employees’ emotional wallet share to identify enablers and catalysts that can unlock motivation and performance. The survey results indicate that the Maverick contest was perceived to have a positive impact on all the identified attributes. This is a testament to the program’s success as a pivotal driver of a positive organizational culture. Further, it validates that the Maverick contest identifies several levers that leaders can use to positively influence organizational culture.

The organizations can adapt the proposed conceptual framework in designing meaningful programs to tackle employee engagement and motivation.

The paper provides a meaningful framework to tackle employee engagement in large organizations. The Maverick approach is of interest to leaders of large organizations that are struggling to increase employee engagement with limited resources and that wish to foster creativity to drive innovation. The program offers a compelling way for talented professionals to meaningfully contribute to their organization that is agnostic to their position in the hierarchy. It gives employees the freedom to strive without being paralyzed by fear of failure; the chance to build their personal brand and pride; and a safe environment in which they can question received wisdom and attempt an unconventional approach to problem-solving. It creates a playful environment to bust stress, foster innovation and encourage an entrepreneurial mindset.

This paper offers a superior alternative to the standard gamification solutions that are routinely applied to business situations. Gamification mechanics work effectively in roles that are transactional, instead of roles that demand autonomy, mastery and a sense of purpose. Maverick program is designed while being mindful of the intrinsic motivation of the professionals.

This paper aims to address the following issues. The transactional view of workplace relationships has been challenged by discoveries of human behavior by neuroscience. Human beings are wired to have emotions and perceptions, and a workplace is no exception. Reframing the issue through a simple-yet-powerful framework, fundamentals of talent management can be restored, paving the way for a meaningful design of organizations.

Using rigorous in-depth secondary research about current talent practices, the report offers a novel framework to unlock the drivers of employee’s motivation and performance. The framework serves as a diagnostic leadership tool to identify breakdowns and foster a meaningful conversation to restore the organization back to equilibrium. A holistic alternative that is agnostic to the rank of the employee, job role and geography offers promise over the current practice of dealing with employee issues in fragmented manner.

The proposed framework helps identify the sweet-spot that lies at the intersection of three fundamental drivers: employee’s preferences on the type of work; employee’s core competency; and activities that are value-adding to the organization. The sweet-spot is the employee’s emotional wallet that the organizations must proactively capture to unlock the true drivers of motivation and performance. The proposed framework serves as a diagnostic tool to meaningfully tackle breakdowns and restore organizations to equilibrium. The sweet-spot provides the clue to design an effective organizational structure identify the enablers and catalyst that can unlock employee motivation and performance.

Despite new organizational complexities, the fundamental focus for talent management is to unlock the value of its resource. Despite the pristine appeal of this fundamental tenet of talent management, it is ironic that HR has drifted its focus from its core. Reframing the issue through a simple-yet-powerful framework, fundamentals of talent management can be restored, paving the way for a meaningful design of organizations. This is a paradigm shift for talent management to get back to basics of what really matters to the organizations.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Very few business leaders or experts would give much credence to the typically rather gnomic, contradictory pearls of wisdom so often seen in Easter philosophy or Hallmark greetings cards – “you will find light in the darkness” and “only by looking into the distance do you see that closest to you”. However there is an irony present that is all too real to those involved and experienced at the highest level in corporations, which is that whatever a firm specializes in to its customers, it is probably the worst practitioner internally.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This study aims to determine the antecedents and consequences of information source choice to support a purchase decision for services high in experience attributes.

The authors conduct two studies to test their propositions. Study 1 is a single-category application using data from a national survey of 974 consumers who recently made a hotel-stay purchase/reservation. Correspondence analysis was used to identify search patterns, and regression analysis was used to identify their antecedents and influence on search outcomes. Study 2 is a cross-category study using data from a survey of 422 MTurk respondents reporting on search processes across six different services contexts, including hotel reservations. In this study, the authors seek generalization of their results to other services categories.

The authors identify four dimensions that characterize what information sources consumers, on average, use together when purchasing services. It is found that loyalty program membership and consistency in service delivery across a brand’s outlets for the brands in a consumer’s evoked set are important determinants of search patterns. Search patterns partially mediate the impact of consumer characteristics, choice context and choice set characteristics on search effort and, ultimately, on price paid.

An understanding of the factors that are associated with consumers’ choices of information sources and whether these choices are systematically related to search outcomes has implications for market segmentation and for marketers’ initiatives with respect to what information content to emphasize across sources.

The contribution is an understanding of the antecedents and consequences of consumer search patterns – and what information sources consumers tend to use together, considering the diversity of both internet and non-internet sources. There are limited insights in the services literature regarding how the internet impacts information search processes.

The purpose of this paper is to increase understanding about how to improve customer value and to make mobile banking services a profitable business for banks and other financial actors. The study explores the user experiences and related value of a new mobile banking service.

The study is implemented as a case study that is phenomenological in nature and linked to an interpretive consumer study. Empirical data were collected through 14 semi-structured theme interviews and a diary method. The data were analysed by using a content analysis method.

The findings illustrate the importance of customer centricity in the mobile banking context by identifying customer experience and related value in a new mobile banking service. The study extends current understanding of customer experience as a complex and multifaceted phenomenon by including value related to process, the use situation and the outcome, and it identifies temporality as influencing and connecting all these aspects. The study identifies several aspects that help us to understand what creates value for the customer while using mobile banking services.

As one limitation, this study was conducted in a developed country and the findings could be different in an emerging market context. Another limitation relates to the data, as the interviewees’ age range is quite limited, ranging between 20 and 40 years. However, they represent the consumers who normally use mobile services well and thus provide reliable data about their use experiences.

As the banking industry is currently experiencing rapid and widespread changes and customers become more demanding, it is crucial for banks and other mobile service providers to understand the everyday lives of their customers and to integrate their future services into the customers’ value creation processes as smoothly and inseparably as possible. The findings of this study will help banks and other financial institutions to develop their strategies and operations in regard to customer-oriented thinking, which will further help them to create long-term, profitable customer relationships and improve future viability.

The study contributes to bank marketing research and extends previous research on customer-centred service marketing by providing a framework that identifies the value related to customer experience in a new mobile banking service. It explores the experiences of actual mobile banking service customers’ and the related value, and thus provides original implications for both theory and practice.

The purpose of this paper is to explore the role of emotions that consumers experience following service failures and to assess the effects of each of these emotions on important behavioral outcomes.

This paper extends the work of Wetzer et al. (2007) and draws upon the existing literature to test a series of research hypotheses tying emotions to four important behavioral outcomes primarily using stepwise regression.

When a service failure occurs, customers experience any of a variety of negative emotions. The effect on behavioral outcomes depends on the specific emotion experienced by the consumer. The current research, which benefits by using retrospective experience sampling, finds that frustration is the predominant emotion experienced by customers following service failure, but that anger, regret and frustration affect behavioral outcomes. Uncertainty also plays a role.

Future research should investigate the antecedents of propensity for emotions and predisposition toward industries, as well as the consequences of word-of-mouth (WOM) praise and WOM activity. Additionally, emotions could be examined by service stage. Several other moderators could be investigated, including severity, complaining behavior, repeat occurrence, service importance, remedies and forgiveness, product vs process failures, tenure, gender and age.

The current research emphasizes the importance of understanding which emotion is being experienced by a customer following service failure to identify the behavioral outcomes that will be most impacted. The specific managerial implications depend upon the specific emotional response experienced by the customer and are discussed separately for anger, regret and frustration. Service personnel must be trained to recognize and address specific customer emotions rather than to provide a canned or generalized response.

To date, there has been little, if any, systematic research into the effects of multiple discrete negative emotions on multiple desirable behavioral outcomes. The current study examines six discrete emotions. Predominant emotions are differentiated from emotional intensity. The behavioral outcomes of reconciliation and reduced share-of-wallet are added to the traditional outcomes of repatronage intentions and negative WOM. While existing research tends to rely on a scenario approach, this study uses the retrospective experience sampling method. The authors distinguish between mixed emotions and multiple emotions. The relative effects of disappointment and regret are examined for each of the four outcomes. Finally, importance-performance map analysis was applied to the findings to prioritize managerial attention. Numerous managerial and research implications are identified.

The paper aims to explore reasons for choosing different payment instruments and pain points from using them in a Russian context. It proposes that given the expansion of the range of personal payment instruments, the choice for payment is now influenced by many factors, including the type of financial provider and potential benefits for consumers.

This paper is an exploratory study that uses data from the qualitative research conducted in three Russian cities (Moscow, Yekaterinburg and Saratov) based on 50 online payment diaries and 12 group discussions. It was complemented by the analysis of consumers’ posts on six relevant media platforms.

The results show that a bank card is a new must and people choose it for convenience, safety and access to online purchases inside and outside Russia. Cash is used out of habit or wherever cashless payments are either not free or unavailable. Reasons for smartphone pass-through wallet usage include speed, attribute of style and higher cashbacks.

The limitations of the study are similar to any qualitative research and include, in particular, lack of generalization. Proposed hypotheses might be further tested quantitatively on a representative sample.

The results might help providers of financial services in creating better quality products that address consumer pain points and in developing strategies that allow for the changing preferences of consumers.

To the authors’ knowledge, this is the first such study to consider reasons for choosing and pain points from using certain payment instruments in the emerging markets, in particular, Russia.

The study investigates the influence of perceived security (PS) on behavioral intention (BI) via the trust attitude process and explores the moderating effects of gender. PS in mobile wallets enhances user trust (TR), attitude (ATT) and intention (INT). Using a multiple and serial mediation model, both TR and ATT were found to mediate the relationship between PS and BI.

Drawing on the stimulus-organism-response (S-O-R) theory, the proposed conceptual model comprises PS, TR, ATT and BI. An online survey was conducted with a cross-sectional sample of 744 mobile wallet users in India. Partial least squares structural equation modeling (PLS-SEM) was used to analyze the hypothesized relationships and test the mediation effects.

Results show that the stimulus, PS, has a positive and significant influence on TR and ATT, which eventually has a positive influence on BI. The research model explains 64.4 percent of the variance in BI. Further, both TR and ATT independently and parallelly mediate the relationship PS and BI. Lastly, gender is found to moderate the relationship between TR and BI and ATT and BI.

The research showed the importance of PS, TR and ATT towards mobile wallet adoption INTs. Further, the findings support the idea that developing TR and ATT is essential for shaping INTs. This suggests that mobile wallet service providers should invest in methods that not just enhance user TR but also reinforce a positive ATT towards the platform. To demonstrate TR, mobile wallet providers must ensure the confidentiality and privacy of user data, keep customer interests in mind and fulfill commitments. Lastly, for strengthening customer TR, excellent customer support is extremely important.

While prior researchers have majorly used technology acceptance model (TAM) and unified theory of acceptance and use of technology (UTAUT) models to explain adoption INTs, this study examines the relationship between PS, TR, ATT and BI through the lens of the SOR framework.

The purpose of this study is to better understand the role of pay satisfaction and employee perception of talent management in business loyalty strategies, which implies considering both economic and non-economic variables in order to achieve organizational success.

Results from a survey of 198 workers were analysed using structural equation modelling (SEM) based on three constructs (confirmatory factor analysis, CFA). The scales used were: employee perception of talent management, pay satisfaction, and organizational commitment. Pay satisfaction acts as a mediating variable in the significant relationship between the perception of talent management and organizational commitment.

The partial mediating model hypothesised was supported by the SEM model, indicating that loyalty strategies require both good talent management and a good compensation system.

The article promotes the use of mediating variables as an explanation to better understand the strategies of loyalty in the management of talent, framed within the model of the resource-based view (RBV) theory.

The implications are important for practitioners, who normally put every effort into strategies related to economic reinforcement, since the model suggests that they should also strive to correctly apply talent management.

The study suggests the need to understand better retributive systems with an application of talent management based on improvement and professional development.

The originality lies in the article stating that the application of good talent management must be complemented with adequate compensation systems in order to achieve efficient retention strategies for talented employees.