Gender and experience as moderators between talent management and turnover intention among faculty members in higher educational institutions in India

Abstract

Purpose This study aims to investigate the relationship between talent management, organizational commitment and turnover intention. The moderating role of gender and experience in relationships was explored. Design/methodology/approach A conceptual model was developed, and relationships were studied by collecting data from 392 faculty members working in higher educational institutions (HEIs) in southern India. After checking the instrument’s psychometric properties using the LISREL package of structural equation modeling, data were analyzed using Hayes’s PROCESS macros. Findings The results revealed that talent recruitment strategies positively predict organizational commitment and negatively predict turnover intention; organizational commitment mediates the relationship between talent management and turnover intention. Further, the results documented that experience (first moderator) and gender of faculty members (second moderator) influenced the relationship between talent management and organizational commitment and organizational commitment and turnover intention. Practical implications The outcomes of this research are helpful for the administrators of HEIs to strategize to attract and retain talented faculty to maintain sustained competitive advantage. This research also helps to understand gender differences that exist in talent management and retention and organizational commitment in HEIs. Originality/value The three-way interactions between talent management, gender and experience in influencing organizational commitment and turnover intentions is a novel idea that contributes to the talent management literature – the relationship between talent recruitment strategies and talent engagement. The implications for talent management theory and practice are discussed.

Empower and legitimate talents’ learning activities

“…Each paper in this issue emphasizes the importance of talent management. For example, talent management contributes to member ambidexterity (Akbar & Anas, 2024) and to improving organizational commitment and preventing turnover (Antony et al, 2024). Furthermore, each paper provides implications for effective talent management.…”

“…For example, Patra et al (2024) find that employer branding attracts talent to the organization. Antony et al (2024) argue that assignment to jobs in which talent themselves feel fit enhances their organizational commitment. Luthra et al (2024) point to the effectiveness of training in increasing talent engagement.…”

“…This effect was stronger for longer tenure and more pronounced for men than for women. Antony et al (2024) found that the more employees feel that the assigned job fits them, the more they are committed to the organization. Therefore, to improve employees' organizational commitment, a company needs to assign employees to jobs that they feel they fit into.…”

“…Antony, Arulandu, and Parayitam (2024) examined the effect of talent management on reducing turnover intention. They also examined the mediating effect of organizational commitment on this mechanism.…”