Talent and Workaholism – Two Sides of the Same Coin?

Abstract

Organizations face challenges in human capital management. While there is competition to attract and retain the best employees, at the same time employees compete with each other to be considered the best. This paper proposes a model
of orientation to work; calling-career; talent; and workaholism. The relevant literature argues that competitiveness can bring either positive (emergence of talent) or negative (workaholism) consequences for both the organization and employees. It is proposed that the manifestation of this profile in either one of the two phenomena depends on mediation by human resource management, which recognizes, emphasizes, and compensates for, performance. This model has both theoretical and practical implications.