The impact of talent management practices on employees' job satisfaction

Developing organizational performance through talent management practices: employee satisfaction’s mediating role in learning organizations

“…The above literature, however, does not provide adequate conceptual frameworks to explain the interaction of talent management practices, employee satisfaction, and organizational performance, particularly in learning organizations (Dwipayana et al, 2023;Golik and Blanco, 2022;Kim and Park, 2020;Masale et al, 2021;Siripipatthanakul et al, 2022). Moreover, previous learning organization investigations mainly focus on a specific geographical or business context (Almomani et al, 2022;Chan et al, 2020;Ghani et al, 2022;Skerh akov a et al, 2022). However, prior studies do not investigate the connection of talent management practices with employee satisfaction and organizational performance in learning organizations (and, in educational institutions, among university employees) due to a new debate on the effectiveness of existing approaches.…”

“…However, prior studies do not investigate the connection of talent management practices with employee satisfaction and organizational performance in learning organizations (and, in educational institutions, among university employees) due to a new debate on the effectiveness of existing approaches. Finally, the previous literature lacks empirical investigation on a contextual basis (Almomani et al, 2022;Chan et al, 2020;Dwipayana et al, 2023;Siripipatthanakul et al, 2022).…”

“…Mohammed (2015) recognizes the substantial effect of talent management on employee retention and engagement which enhances organizational performance. According to Almomani et al (2022), talent management practices, including talent retention, have a significant positive impact on employee satisfaction. Employee retention is contingent on employee satisfaction, which consists of four components: a sustained good work atmosphere; sustained growth-oriented opportunities; sustained effective communication; and sustained efficient methods of hiring and selecting employees (Ghani et al, 2022).…”

“…Previous studies mainly concentrate on the investigation of talent management practices, employee satisfaction, and organizational performance as individual components within a specific business context, for example, small and medium-sized enterprises (SMEs), banking, etc. (Almomani et al, 2022;Chan et al, 2020;Ghani et al, 2022;Skerh akov a et al, 2022), rather than learning organizations, specifically in Pakistan. Learning organizations significantly contribute to delivering quality education and knowledge, ultimately developing the efficiency and competency of individual employees (Kafetzopoulos et al, 2022;Vaiman and Vance, 2008).…”

“…Unlike preceding studies that predominantly fixated on specific geographical or business contexts, our research broadens the scope, enhancing the generalizability of findings by embracing diverse settings and a more extensive array of organizational and business contexts. This deliberate expansion addresses the call for a global and sectoral perspective in understanding the dynamics of talent management, employee satisfaction, and organizational performance (Almomani et al, 2022;Chan et al, 2020;Ghani et al, 2022;Skerh akov a et al, 2022). Furthermore, the study introduces a novel dimension by meticulously examining the nexus between talent management practices, employee satisfaction, and organizational performance within learning organizations, with a distinctive emphasis on educational institutions and university employees.…”