Testing the mediation effect of person-organisation fit on the relationship between talent management and talented employees’ attitudes

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.

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

“…Indeed, TM has gained much attention not only in the private and multinational sectors (Gallardo-Gallardo et al, 2015;Thunnissen et al, 2013), but also in the field of public administration (Glenn, 2012;Kock and Burke, 2008;Mensah and Bawole, 2018). Broadly, TM focuses on the activities and processes that are used to identify key positions, develop a pool of talented and high-performing employees to fill these roles, and continually manage such employees with differentiated human resource architecture in order to ensure their continued commitment to the organisation (Collings and Mellahi, 2009;Gelens et al, 2013;Mensah and Bawole, 2018). Generally, there have been two main approaches: exclusive and inclusive to TM (Iles et al, 2010).…”

“…This article investigates the mediating role of POS in the relationship between TM and employees' attitudes in the Ghanaian banking context. Situated in the west of Africa, not only does Ghana provide an interesting context in which to study TM, but the Ghanaian banking sector is also experiencing the talent shortage 'mantra', which has led to the implementation of TM practices (Mensah and Bawole, 2018;Mensah et al, 2016).…”

Influence of talent retention strategy on employees׳ attitude to work: Analysis of survey data

“…Some organizations in India have adopted social networking as a veritable strategy for organizational branding and talent retention [7] . Mensah and Bolawole [8] presented a more compelling explanation concerning the positive relationship between talent management and employees’ work attitude using person-organization fit.…”

Strategic human resource practices, emotional exhaustion and OCB: the mediator role of person-organization fit

“…Put differently, P-O fit is used to explicate the level of congruence between employers and employees (Christiaans, 2013). Certainly, the appreciation of this concept is very important to any business undertaking in terms of improving employee engagement, job satisfaction (Priyadarshi and Premchandran, 2018), employee attitudes (Mensah, 2018), affective commitment (Kooij and Boon, 2017), reducing turnover intention (Memon et al , 2017) and most importantly, enhanced employee exhibition of extra role activities also known as organizational citizenship behavior (OCB) (Thomsen et al , 2016).…”