If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

No abstract

Purpose Previous studies suggested that talent management (TM) is positively related to employee work attitudes. However, a few studies have examined the mechanisms through which TM leads to employee work attitudes. The purpose of this paper is to examine the mediating role of person-organisation (P-O) fit on the relationship between TM and employee’s job satisfaction, and organisational citizenship behaviours (OCBs). Design/methodology/approach Using a sample of 232 talented employees from the Ghanaian banking sector, a partial mediation model was outlined and tested using structural equation modelling. Findings The results showed that TM had positive relationship with P-O fit, job satisfaction and OCBs. The findings further show that P-O fit had positive relationship between job satisfaction and OCBs and partially mediated the relationship between TM and both job satisfaction, and OCBs. Research limitations/implications This study used cross-sectional data; hence, conclusions regarding causality cannot be made. That is, the results must be interpreted as associations rather than causality. Practical implications Management should endeavour to use TM to help align talented employee’s competences, values and goals to those of their organisation. Originality/value This study contributed to the TM literature by providing a stronger and more plausible explanation of the relationship between TM and talented employees’ outcomes.

This study responds to calls to examine the mechanism through which talent management affects talented employees' attitudes. Anchored on exchange theories, this study examines a salient mechanism, perceived organisational support, through which talent management practices might affect talented employees' attitudes. Data were obtained from a cross-sectional survey of 242 talented employees in the Ghanaian banking sector and analysed with the use of the structural equation modelling analytical technique. Our findings show that talent management has not only a direct effect, but also an indirect effect, on talented employees' attitudes of affective commitment and quit intention through perceived organisational support. The study has implications for the management of talented employees.

This article responds to recent calls for research examining the mechanisms through which talent management affects talented employee outcomes. Drawing insights from attraction–selection–attrition and ability, motivation and opportunity theories, the article examines one such mechanism, person–job fit, through which talent management influences talented employees’ affective commitment and quit intentions in parastatal institutions in Ghana. A sample of 232 talent pool members was used to test a partial mediation model using structural equation modelling. Our findings suggest that talent management has not only a direct effect, but also an indirect effect, on talented employee outcomes of affective commitment and quit intention via person–job fit. Implications of these finding are discussed. Points for practitioners Human resource practitioners can attempt to increase affective commitment and reduce quit intentions by seeking to match job tasks with talented employees’ knowledge, skills and abilities while, at the same time, addressing their needs by the supplies that emanate from their jobs using talent management practices. Human resource professionals can choose to assess the person–job fit of talented employees during the pre-selection phase to their talent pool. Human resource practitioners can achieve the person–job fit of current talent pool members by using job design and career planning, as well as career progression. For human resource professionals concerned with the retention of talented employees and increasing their commitment, attention to creating person–job fit through talent management practices may be useful in reducing employee intentions to leave and maintaining high commitment.