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.