Participation, non-participation and fairness: understanding justice and belonging in a hybrid talent management approach

Purpose This paper aims to investigate employees’ perceptions of organisational justice and sense of belonging within an organisation’s hybrid talent management (TM) approach. Design/methodology/approach A survey methodology was administered to 135 employees within a large UK organisation, using an ANOVA to identify differences in employees’ perceptions of organisational justice (i.e. procedural, distributive, interactional, informational) and belonging across TM practices. The TM approach included a blend of inclusive and exclusive practices, including internal skills training, step-up opportunities, job rotations, leadership training and degree apprenticeship programmes. Findings The findings showcase that regardless of inclusive or exclusive TM practice, employees perceive organisational justice and belonging differently based on whether or not they participated in the programme. The only form of justice that did not have the participation difference between groups was employees’ perceptions of procedural justice. This suggests that focusing on procedural justice may be a useful lever for organisations to build fairness and belonging. Originality/value This study advances understanding of inclusive and exclusive TM practices. It showcases that participation in TM practice increases perceptions of fairness in most cases and inclusive practice does not create fairness unless it is participated in. The exception to this is when the programme’s strength is clear procedures. This pragmatically supports organisations in strategically approaching TM practices as levers of organisational justice and belonging within their organisation.