Talent management and Employee Engagement have been studied extensively in management literature in the last ten years, both concepts have become a field of interest. Therefore, this study explores the impact of employee engagement as a mediator on the relationship between talent management and organizational performance. The reason for doing this research is that most of the studies have studied the relationship between talent management directly on organizational performance and have not included employee engagement as a mediator. Midwives were selected as samples since their talents can further enhance the professional ability of midwives in carrying out their duties: to save mothers and children during childbirth.

It has been suggested that talent management (TM) has a direct and significant relationship with a number of employee outcomes. This is while the number of studies examining the process of TM leading to these outcomes are limited. Therefore, the main purpose of this study is to present a new model for analyzing processes of TM and its linkage with several employee and organizational outcomes that are organizational commitment and turnover intentions. Additionally, the present paper involves a mediating factor (P-O fit) alongside a moderating variable that is, Organizational Culture. A sample of 510 employees were selected from different banks located in Amman, Jordan. Mediation and moderation models were tested through structural equation modeling (SEM). The findings, being in consensus with previous studies, showed that TM has a linkage with both TI and Organizational Commitment. Mediating effect of P-O fit was shown with both aforementioned variables. In addition, the moderation effect of organizational culture on the relationship between TM and TI was found. The study contributes to the literature of the topic by providing a fit model to explain the linkage of TM and a number of organizational and employee outcomes. Bank managers can benefit by being aware and implying TM practices within their firms to further develop company advancements and attending to their employees based on new HRM trends.

The purpose of this study was to investigate and examine the moderating effect of Strategic Thinking on the effect of Talent Management on Core competence. The study collected the primary data from the sample that comprise of 310 managers working in Saudi private hospitals lied in western region, using well-designed questionnaire. The study planned to learn how Talent Management, Core Competence, and Strategic Thinking can affect each other in private hospitals, which can re-veal the latent potentials of human resources that enable the hospitals to achieve competitive positions. SEM model was developed and carefully assessed. The key findings indicate that enhancing managers’ strategic thinking could result in increasing the opportunity for hospitals to achieve core competences through applying talent management practices. As a result, the relationship between Talent Management and Core competence, as well as the relationship between Strategic Thinking and Core competence, was positive. Given these relationships, it can be concluded that the strategic thinking (as a moderating variable) can have a positive effect on the relationship between talent management and core competence.

This study investigates the effects of talent management (TM) of human resources on organizational performance improvement. The study is accomplished through hypothesizing the effect of talent management on organizational performance. Organizational commitment is theorized to be a mediating factor for this relationship. In addition, the model considers transformational leadership style as a potential moderating factor. Data was collected from 385 Jordanian hotel employees using questionnaires and then analyzed using structural equation modeling (SEM). The results demonstrate the positive impact of talent management (TM) on organizational performance, effective continuance and normative commitment. It is also shown that effective continuance and normative commitment played a mediating role. Finally, Transformational leadership style is proven to be a moderating variable with an effect on talent management and organizational performance. The findings show the significance of the role that organizational commitment plays in achieving human resources performance goals.

The research investigates the role of innovative behavior in mediating the effect of transfor-mational leadership and talent management on the lecturer’s performance of private higher education in Indonesia. Samples of this research are 230 lecturers selected by purposive sam-pling. Data were obtained by spreading questionnaires and analyzing with path analysis using supporting descriptive statistics. The results confirm that transformational leadership and in-novative behavior had significant direct effects on performance, transformational leadership and talent management had significant direct effects on innovative behavior, transformational leadership and talent management had significant indirect effects on performance mediating by innovative behavior, and talent management did not have any significant direct effect on performance. A fit research model has been achieved about the effects of transformational leadership and talent management performance by mediating innovative behavior but requires verification through further research, especially to verify the effect of talent management on performance.

Although managers of various banks and institutions in Vietnam have established several policies to attract talented employees, talent management is still an emerging issue. This gives rise for a need of an empirical study which explores the relationship between talent manage-ment (TM) practices and talented employees’ performance. Hence this study fills the gap by applying the survey technique in the quantitative method with the main objective of examin-ing the relationship between TM and the four dimensions of employee performance; namely task, contextual, adaptive and counterproductive through affective commitment. A total of 375 questionnaires was targeted for distribution to talented employees in 10 banks in Vi-etnam. The findings show that although TM practices positively support employee performance (task, contextual and adaptive), they also reduce counterproductive behaviours. Also, affective commitment partially mediates the relationship between TM and the four dimen-sions of employee performance. The result of the study has some practical implications for managers and banks implementing and intending to implement TM practices. Managers and banks can design and implement TM practices with the aim to increase positive employee performance behaviours, reduce counterproductive behaviours and benefit from positive affective commitment through the implementation of TM practices.

The concept of talent management has received great attention from scholars and practitioners. Despite this, there are few studies associated with the relationship between innovation and talent management. This study invokes human capital, McGregor’s X and Y, social exchange and employee attraction theories to examine the link between talent management, product innovation, process innovation and marketing innovation. A questionnaire is developed to collect the data from the study sample consisted of (120) employees in top and middle management positions. Collated data is analyzed with variance-based structural equation modeling (PLS-SEM). Results from PLS-SEM suggest that talent management had a significant and positive impact on product, process and marketing innovations. Supplemental ANOVA analyses also reveal that organizational tenure was a strong determinant for talent management as well as product, process and marketing innovations.

Talent management is one of the roles in human resources management and there has been a long debate about talent management for years. This study aims to identify the relationship between talent management and teacher leadership development. In addition, the study also analyzes the talent management and teacher leadership levels. The data are analyzed using descriptive and inferential statistics. Statistical Package for the Social Sciences Software (SPSS) version 23 and Partial Least Squares Structural (Smart PLS) version 3 are also applied to analyze the data. The survey study involves 473 teachers in Malaysia residential school. The findings reveal that talent management and teacher leadership practices were at high levels. There is a significant positive relationship between talent management and teacher leadership development. The results of the study promote the role of talent management that can lead to positive changes in teacher leadership at schools. It is hoped that through this study various stakeholders such as schools, district education offices and the ministry of education of Malaysia will be able to assist in planning and organizing efforts in order to produce good leaders in future. It is hoped that through this study, various stakeholders such as school, district ed-ucation offices as well as the Ministry of Education will be able to assist in planning and organizing efforts to address the role of teacher leadership to produce highly talented future leaders at schools.

Talented workforce is a main key to survive in challenging surroundings and quickly volatile busi-ness circumstances. This paper examines the fostering effect of talent management on organizational intelligence at food companies in Jordan through a quantitative approach. Both reliability and validity of measurement scale are evaluated. The paper demonstrates that talent management acts as a sig-nificant antecedent to organizational intelligence. Findings confirm the importance of enjoying tal-ented employees and recommend practitioners and executives to develop and retain their talent pool through a strategic human resource management system in order to better capitalize on intellectual capital and drive it towards realizing the organizational missions.

Organizations are increasingly acknowledging the vital impact of talent management on boosting their performance. Effective talent management within the central bank is crucial, as it plays an indispensable role in maintaining economic stability and advancing the nation’s financial well-being. The study aims to examine the role of talent management, transformational leadership, organizational climate, employee engagement, employee performance, and organizational commitment in increasing the central bank’s performance. The study uses a quantitative approach by collecting data from 600 sample employees of Bank Indonesia in 30 divisions of departments at the head office, 45 domestic representative offices, and 5 foreign representative offices. The data was analyzed using Structural Equation Modelling-LISREL. The finding shows that transformational leadership has a positive impact on talent management. Talent management has a positive impact on organizational climate, employee engagement, and organizational commitment. Organizational climate has a positive impact on employee engagement. Employee engagement has a positive impact on organizational commitment. Organizational climate, employee engagement, and organizational commitment have a positive impact on employee performance, while talent management does not have a positive impact on employee performance. Employee performance, organizational commitment, and talent management have a positive impact on organizational performance. The study offers valuable insights into talent management practices within central banks. It serves as a guide for central bank management and human capital professionals in formulating policies to enhance performance amidst disruptive times. Additionally, educators can leverage these findings to develop curricula that align more closely with industry demands and produce competent graduates ready to excel on the global stage.