Testing the Mediation Effect of Person–Organisation Fit on the Relationship between Talent Management and Talented Employees’ Attitudes

Abstract

Purpose

Previous studies suggested that talent management (TM) is positively related to employee work attitudes. However, a few studies have examined the mechanisms through which TM leads to employee work attitudes. The purpose of this paper is to examine the mediating role of person-organisation (P-O) fit on the relationship between TM and employee’s job satisfaction, and organisational citizenship behaviours (OCBs). Design/methodology/approach

Using a sample of 232 talented employees from the Ghanaian banking sector, a partial mediation model was outlined and tested using structural equation modelling. Findings

The results showed that TM had positive relationship with P-O fit, job satisfaction and OCBs. The findings further show that P-O fit had positive relationship between job satisfaction and OCBs and partially mediated the relationship between TM and both job satisfaction, and OCBs. Research limitations/implications

This study used cross-sectional data; hence, conclusions regarding causality cannot be made. That is, the results must be interpreted as associations rather than causality. Practical implications

Management should endeavour to use TM to help align talented employee’s competences, values and goals to those of their organisation. Originality/value

This study contributed to the TM literature by providing a stronger and more plausible explanation of the relationship between TM and talented employees’ outcomes.