Talent management and talented employees’ attitudes: mediating role of perceived organisational support

Abstract

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.

Designing a Model for Swimming Coaches' Job Retention based on Talent Management and Quality of Working Life

“…Awareness of the leaders of organizations that it is their employees' talents and abilities that drive their business to success can help organizations engaging in talent management and striving to retain employees with their potential. Mansah (2019), Osaru (2019), Narayanan (2018), Ghusi and others (2016), Saberfard and Deira (2014), and Hosseini (2011) also concluded that talent management enhances job retention (3,8,(15)(16)(17).…”

“…Finally, the results of the structural model analysis showed that the indirect effect of talent management on job retention of coaches through the quality of working life was significant and means that talent management can lead to increased job retention by improving the quality of working experience of coaches. Mansah (2019) demonstrated the direct and indirect impact of talent management on job retention through perceived organizational support mediation (8). It is suggested that corporate managers adhere to the principles of talent management to facilitate coaches' job retention commitment, which in addition to enhancing job retention, can positively lead to the quality of working life of coaches.…”

“…Monsah's (2019) results showed that talent management had a direct and indirect impact through perceived organizational support on turnover intention (8). Also, Osaru (2019), Qusi, Mehravar, and Shakeri Navai (2016), Saberfard and Deira (2014) and Hosseini (2011) showed that there was a significant positive relationship between talent management and job retention (14)(15)(16)(17).…”

“…The success of organizations depends to some extent on the challenges faced in identifying, recruiting, managing and retaining talent as well as adapting to these challenges as they evolve that requires managing talented staff (7). For organizations to benefit fully from the implementation of talent management, managers need to be aware of the organization's talents and to communicate with them continuously through talent management practices (8).…”

Evolving face of workplace learning and development: a case of an Indian HR consulting firm

“…With the veer-increasing complexity and turbulence in business environment, investment in leaning and development (L&D) of employees has become a key determinant of sustainable competitive advantage (Haskins and Shaffer, 2010). Unsurprisingly, an organisation’s emphasis on continuous development makes the employees more competent, committed and motivated (Mensah, 2019). This becomes even more significant for an emerging industry – HR consulting.…”