Unlocking the “black box” in the talent management employee performance relationship: evidence from Ghana
Abstract
Purpose
Combining insights from the social exchange and signalling theories, the purpose of this paper is twofold: first, to investigate the relationship between talent management (TM) practices and four dimensions of talented employees’ performance; and, second, to examine the mediating role of job satisfaction and affective commitment on this relationship in the Ghanaian banking context.
Design/methodology/approach
Structural equation modelling was used to survey data from 232 employees who are part of a talent pool in the Ghanaian banking sector.
Findings
The findings of this paper showed that TM practices increase positive talented employee performance of task, contextual and adaptive, whereas it reduces counterproductive behaviours. Second, talented employee work attitudes of job satisfaction and affective commitment partially mediate the relationship between TM practices and four dimensions of talented employees’ performance.
Research limitations/implications
This study used cross-sectional data; hence, conclusions regarding causality cannot be made.
Practical implications
Management and organisations implementing and intending to implement TM practices should implement and invest in TM practices that will trigger employee work attitudes to achieve full employee performance.
Originality/value
This paper advances the literature by exploring the relationship between TM practices and four dimensions of talented employees’ performance.
Keywords
Citation
Kwame Mensah, J., Nyigmah Bawole, J. and Wedchayanon, N. (2016), "Unlocking the “black box” in the talent management employee performance relationship: evidence from Ghana", Management Research Review, Vol. 39 No. 12, pp. 1546-1566. https://doi.org/10.1108/MRR-08-2015-0190
Publisher
:Emerald Group Publishing Limited
Copyright © 2016, Emerald Group Publishing Limited