49 Copyright © 2016, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited. Chapter 3 DOI: 10.4018/978-1-5225-0356-9.ch003 ABSTRACT Talent management is regarded as a top priority by organisations as an approach for fundamentally convalescing human capital productivity to coerce superior values for an organisation. Recently, talent management and employee engagement have come under public and media attack. Whilst a number of practitioners and scholars have attempted to address the underlying reasons, there seems to be limited discussion on how talent management is inextricably linked to employee engagement. As a response, this chapter aims to provide a systemic framework for understanding talent management and employee engagement. INTRODUCTION Talent management is regarded as a top priority by organisations as an approach for fundamentally con- valescing human capital productivity to coerce superior values for an organisation. The main objective of the chapter is to provide a relational perspective on employee engagement by demonstrating how de- veloping talent management strategies can be applied. Talent management practices have been developed and adapted through the 1990s ended with a call-to-arms to fight the ‘war for talent’. While the war for In Search of Balance between Talent Management and Employee Engagement in Human Resource Management Wilson Ozuem Regents University, UK Geoff Lancaster London School of Commerce, UK Harshika Sharma University of Wales, UK