Unlocking Organizational Sustainability: The Role of Talent Management through the Lens of the AMO Theory

Abstract

Organizational sustainability has replaced the concept of organizational performance in the corporate era. Organizations are keener towards social, economic, and environmental performance than just financial performance. Corporations and researchers explore different subjects and departments to attain organizational sustainability. HRM is also a topic of interest to improve sustainability performance. The AMO theory is widely recognized as a robust framework within the Human Resource Management (HRM) field that offers valuable guidance for achieving improved sustainable performance. The main objective of this study was to investigate the theoretical foundations of the AMO theory concerning the many aspects of Talent Management, with the ultimate goal of achieving organizational sustainability. In order to achieve the aim of the study, a comprehensive examination of existing literature was undertaken to provide a theoretical framework. This conceptual paradigm comprises three phases: ability, motivation, and opportunity. Various Talent Management dimensions were supported by antecedent research to achieve organizational sustainability. Even though this concept establishes fundamental guidelines, pertinent knowledge must be considered to reconcile these procedures in various circumstances. This article provides an in-depth discussion of the AMO Theory to attain organizational sustainability in various aspects. A constructive framework was developed to create organizational sustainability by incorporating Talent Management into the context of the AMO theory. In this study, both theoretical and practical implications are discussed.