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Matching and Talent Management

Matching is the process by which individuals are dynamically aligned with roles, jobs, situations, and tasks across and within organizations. Matching facilitates a strong person-environment fit, and thereby creates potential for positive individual- and organization-level outcomes like satisfaction, commitment, performance, health, value creation, and sustained competitive advantage. We seek to understand the broad and diverse mechanisms that underlie matching – conceptually and empirically. Promising research areas address transparency in internal selection mechanisms, talent management, effects of employer mobility on those who move and those who stay, boundary conditions of tournaments, complementary HR practices, or a further elaboration of the dynamic matching lifecycle model. In this field, we cooperate with Anthony Nyberg from the University of South Carolina.

Major publications in this research area:

Pieper, J., Trevor, C., Weller, I., & Duchon, D. (2018). Referral hire presence implications for referrer turnover and job performance. Journal of Management, forthcoming.

Nyberg, A., Weller, I., & Abdulsalam, D. (2016). Human capital resource pipelines. Oxford Bibliographies in Management. Griffin, R. W. (Ed). New York: Oxford University Press (October 27th, 2016).

Reilly, G., Nyberg, A., Maltarich, M. & Weller, I. (2014). Human capital flows—Using CET theory to explore the processes by which turnover, hiring, and job demands affect patient satisfaction. Academy of Management Journal, 57, 766-790.

Weller, I., Michalik, A., & Mühlbauer, D. (2013). Recruitment implications for organizational tenure. In K. Y. T. Yu & D. Cable (Eds.), The Oxford Handbook of Recruitment (pp. 139-160). New York: Oxford University Press.

Weller, I., Holtom, B. C., Matiaske, W., & Mellewigt, T. (2009). Level and time effects of recruitment sources on early voluntary turnover. Journal of Applied Psychology, 94, 1146-1162.

Lee, T. H., Gerhart, B., Weller, I., & Trevor, C. O. (2008). Understanding voluntary turnover: Path-specific job satisfaction effects and the importance of unsolicited job offers. Academy of Management Journal, 51, 651-671.