Examining the relationship between talent management and employee job‐related outcomes: The case of the Indian manufacturing industry

Abstract

This study examined the relationship between talent management (TM) and employee job‐related outcomes in the Indian manufacturing setting. TM practices included talent acquisition, talent development, talent engagement, and talent retention. Employee job‐related outcomes of this study included intent to stay, job engagement, affective commitment, job satisfaction, and employee competency. This study used the social exchange theory and a resource‐based view as the theoretical underpinnings for the proposed TM model. The role of organizational culture as a moderator was also examined in the study. The sample of the study consisted of 992 full‐time employees working in one of the largest textiles and paper manufacturing organizations of India with facilities located in two Indian states. Data were collected online through a questionnaire composed of several existing survey instruments. The response rate for the survey was high (62.98%). The primary method of data analysis was structural equation modeling. The overall relationship between TM and employee job‐related outcome was found to be significant and positive. The findings showed that organizational culture is significantly related to TM and employee job‐related outcomes. In addition, organizational culture does moderate the relationship between TM and employee job‐related outcomes.

The effect of talent management on the job satisfaction and organizational commitment of nurses

“…In the regression analysis in this study, it was found that TM significantly and positively affected nurses' intrinsic satisfaction and extrinsic satisfaction, job satisfaction, affective commitment, normative commitment, and continuance commitment. Non-nursing previous studies, similar to the current study, found that TM affected job satisfaction positively (Alparslan & Saner, 2020;Dalal & Akdere, 2021;Tarakçı & Öneren, 2018) and significantly (Alparslan & Saner, 2020;Dalal & Akdere, 2021;Hafez et al, 2017), and that it affected the job satisfaction subdimensions of intrinsic satisfaction and extrinsic satisfaction significantly (Serim Bahadınlı, 2013). A study conducted in the academic field in Turkey reported that TM significantly and positively affected affective commitment, normative commitment, continuance commitment, and organizational commitment (Tarakçı & Öneren, 2018).…”

Decoding Employee ambidexterity: Understanding drivers, constraints, and performance implications for thriving in the evolving work landscapes - A scoping review

“…Investing in employees' training and career growth can have a significant positive impact on an organisation. The human resource department's role extends beyond managing the workforce to nurturing the talents and skills of employees, creating a productive and prosperous work environment [ 79 ]. By fostering ambidexterity in employees, organisations can create a more agile and innovative culture, which can lead to improved performance and a competitive advantage.…”

Understanding Indicators of Talent Acquisition and Retention of Different Generations in Building Talent Management: A Case Study of DKI Jakarta Provincial Government

“…It is also a priority for the government to accelerate reform in providing a clean, efficient, and effective government through implementing talent management at the central and regional levels. Most of the references defined talent management as managing employees in the organization with the aim of (1) finding the best employees, (2) attracting the best people to enter the organization, (3) retaining the best employees to continue to perform according to organizational needs (Dalal & Akdere, 2021;Kabwe & Tripathi, 2020;Schreuder & Noorman, 2019). Not much research and publication discuss the implementation of talent management in government institutions, especially in local government.…”