Unlocking Performance Through Engagement: The Role Of Talent Management In Nepalese Private Banking Sector

Abstract

The study aims to examine the mediating role of employee engagement on talent management and employee performance in Nepalese private banks. Using a causal-comparative research design, this study purposively selected 257 commercial banking employees of Kathmandu Valley. Adopting a structured questionnaire, the collected data were analyzed by using a structural equation modelling (SEM) based on three constructs, i.e. talent management, employee performance and employee engagement, where employee engagement has been used as a mediating variable between talent management and employee performance, respectively. This study found that employee engagement mediates the relationship between talent management and employee performance, indicating that employee performance strategies require both efficient talent management practices and proper employee engagement strategies. This relationship further promotes a better understanding of the employee performance strategy based on resource-based view (RBV) theory. The practical implications are transparent for the practitioners in Nepalese private banks since the strategy helps to enhance employee performance of the talented and the most potential employees through employee engagement. The originality lies in the article claiming that in order to achieve successful employee performance strategies for talented workers, the implementation of good talent management must be complemented with sufficient employee engagement.