Examining the Effect of Talent Management on Employee Performance: Mediation of Employee Engagement and Moderation of Organizational Culture
DOI:
https://doi.org/10.38035/gijea.v4i3.1043Keywords:
Talent Management, Employee Engagement, Organizational Culture, Employee PerformanceAbstract
Human resource management in an era of competition and workplace transformation requires organizations to focus not only on competency development but also on the ability to foster employee engagement and an organizational environment that supports sustainable performance. This study develops a model of the relationship between talent management, employee engagement, organizational culture, and employee performance in the context of organizations in Indonesia. The primary focus of the study lies in how employee engagement acts as a psychological mechanism explaining the influence of talent management on employee performance, as well as how organizational culture reinforces this relationship. The research was conducted using a quantitative approach via a survey of 200 respondents and analyzed using Structural Equation Modeling-Partial Least Squares (SEM-PLS). The research findings indicate that the impact of talent management on employee performance is not direct or automatic, but rather operates through employees’ psychological attachment to their work and the organization. Furthermore, a supportive and adaptive organizational culture has been shown to enhance the effectiveness of talent management practices in improving work performance. This study confirms that an organization’s success in improving employee performance is determined not only by the quality of its talent management system but also by its ability to foster engagement and a work culture that supports learning, participation, and continuous development.
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