Purpose

In an ongoing War for Talent, what are the intangible and tangible return on investments (ROIs) for boundary-spanning employees? This study aims to develop a formative structural equation model (SEM) of the Matthew effect in talent. management.

Design/methodology/approach

This study develops a formative SEM theoretical model. Training and development (T&D) are the two antecedents of the latent construct – talent management strategy (TMS). This study frames the latent construct (TMS) in the proximal context of reducing burnout (cynicism and inefficacy), the distal context of subjective and intangible outcomes (job and life satisfaction) and the omnibus context of objective, tangible and financial rewards (the sales commission). The study collected data from multiple sources – objective sales commission from personnel records and subjective survey data from 512 sales employees.

Findings

The empirical discoveries support the theory. Both T&D contribute significantly to the TMS, which reduces burnout in the immediate context. TMS enhances job satisfaction more than life satisfaction in the distal context. TMS significantly and indirectly improves boundary spanners’ sales commission in the omnibus context via life satisfaction, but not job satisfaction. The model prevails for the whole sample, men, but not women.

Practical implications

Our discoveries offer practical implications for the Matthew effect in talent management: policymakers must cultivate T&D, develop TMS, facilitate the spillover effect from job satisfaction to life satisfaction, concentrate on the meaning in their lives and take their mind off money. TMS ultimately helps ignite these boundary spanners’ sales commission and their organization’s bottom line and financial health. The rich get richer.

Originality/value

It is life satisfaction (not job satisfaction) that excites boundary-spanning employees’ high level of sales commission. Our model prevails for the whole sample and men, but not for women. Job satisfaction spills over to life satisfaction for the entire sample, for men, but not for women. The results reveal gender differences.

中文翻译：

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人才管理战略中的马太效应：在跨越边界的员工中减少疲惫、提高满意度和激励佣金

目的

在持续的人才争夺战中，跨界员工的无形和有形投资回报 (ROI) 是多少？本研究旨在建立人才马太效应的形成性结构方程模型（SEM）。管理。

设计/方法/方法

本研究开发了一个形成性的 SEM 理论模型。培训和发展 (T&D) 是潜在结构的两个前提——人才管理战略 (TMS)。本研究在减少倦怠（愤世嫉俗和效率低下）的近端背景、主观和无形结果（工作和生活满意度）的远端背景以及客观、有形和经济回报的综合背景（销售委员会）。该研究从多个来源收集数据——来自人事记录的客观销售佣金和来自 512 名销售员工的主观调查数据。

发现

实证发现支持该理论。两种 T&D 都对 TMS 做出了重大贡献，从而减少了直接环境中的倦怠。在远端环境中，TMS 比生活满意度更能提高工作满意度。TMS 通过生活满意度而不是工作满意度显着间接地提高了综合环境中边界扳手的销售佣金。该模型适用于整个样本，男性，但不是女性。

实际影响

我们的发现为人才管理中的马太效应提供了实际意义：政策制定者必须培养 T&D，发展 TMS，促进从工作满意度到生活满意度的溢出效应，专注于他们生活中的意义，并把注意力从金钱上移开。TMS 最终有助于激发这些边界扳手的销售佣金及其组织的底线和财务状况。富人越来越富。

原创性/价值

激发跨界员工高水平销售佣金的是生活满意度（而非工作满意度）。我们的模型适用于整个样本和男性，但不适用于女性。工作满意度会溢出到整个样本的生活满意度，男性，但不是女性。结果揭示了性别差异。