Employee Engagement As A Catalyst Between Talent Management And Employee Performance: A Meta–Analytical Review

Abstract

Introduction: The management of human resource is a highly important to the prosperity of organizations as banking and financial sectors (BFIs) are becoming more competitive day by day. Talent Management are increasingly crucial for strategic management and competitive advantage in every organization. However, enlightenment about the mediating process on how does talent management influences the employee performance (EP) is yet to be further studied in banking sector of developing country like Nepal.

Objective: The primarily aim of this paper is measuring effects on how engagement of employees facilitates to mediate the association among talent management and employees’ performance. By the same notion, it questions whether and how engaged employees truly transforms the efforts of talent management into better performance results. This is the dynamic that the paper helps to put in the spotlight: how effective talent practices help to drive outcomes of employee.

Method: This research stands, based on two widely accepted theories, namely the RBV theory by Barney, developed on 1991, suggesting the strategic part of intra-organizational resource like Human Capital Theory and the S-E-T (social exchange theory) by Blau on 1964, which implies relevance of the reciprocal relationships at work context. Based on these theoretical grounds, the study is quantitative in nature, relying on survey data from 280 professionals (banking professionals) working in different commercial banks of Nepal. To evaluate the hypothesized relationships among TM, EE, and performance, this research uses the method of structure equation  Modelling (SEM), with SPSS to prepare data and AMOS to test model.

Results: The findings shows that the effective talent management have a encouraging along with statistically substantial effect on employee performances in Nepalese commercial banks. Most importantly, employee engagement is a critical mediator, enhancing the link among talent managing strategies and performance results. The proposed model is empirically well supported by the SEM findings, and the hypothesized relationships are significantly supported by the path coefficients. Such results underscore the importance of cultivating engagement by means of talent initiatives and are in line with the idea that such approaches may contribute to enhanced individual and organizational performance.

Conclusions: This study makes a contribution towards current and existing literature, while providing pragmatic indication of the intermediating role of employee engagement with TM–EP relationship. It has theoretical implications as it incorporates engagement in the TM-performance model and practical implications for HR directors and policymakers in developing economies. In particular, it requests investments in engagement-based TM strategies to unleash human capital potential in service intensive industries such as banking.