Talent management and talented employees’ attitudes: mediating role of perceived organisational support

Abstract

This study responds to calls to examine the mechanism through which talent management affects talented employees’ attitudes. Anchored on exchange theories, this study examines a salient mechanism, perceived organisational support, through which talent management practices might affect talented employees’ attitudes. Data were obtained from a cross-sectional survey of 242 talented employees in the Ghanaian banking sector and analysed with the use of the structural equation modelling analytical technique. Our findings show that talent management has not only a direct effect, but also an indirect effect, on talented employees’ attitudes of affective commitment and quit intention through perceived organisational support. The study has implications for the management of talented employees