Talent management intervention towards performance outcomes of Jordanian telecommunication companies: mediating role of perceived organizational support | BMC Psychology

Theoretical background and literature review

Resource View (RBV) theory indicates that an organization has a competitive advantage based on its unique internal resources, which are valuable, rare, imperfectly imitable, and non-substitutable [12]. Developing such TMP configurations allows organizations to leverage these resources, especially human capital, leading to sustained competitive advantage in the market [13]. According to RBV, in the realm of talent management, organizations must attract, cultivate, and retain talented employees because they are key resources with unique characteristics that provide strategic advantage but tend to be difficult for competitors to imitate [14, 15]. Talent team is the asset for every organization and talent Management Practices (recruitment, development, etc.) are key to creating human capital advantage [16]. As a result, organizations build talented and capable teams that foster knowledge sharing among employees, enhance individual performance, and strengthen overall team capacity. This leads to the development of a workforce with unique competencies, ultimately boosting organizational performance [17]. In addition to that, POS is the perception in which employees believe their organization values their contribution and cares about their well-being, thereby supporting organizational commitment [18]. By RBV, POS is regarded as an intangible asset that enhances employees’ retention and motivation, resulting in continuous competitive positioning [19]. Further, the literature confirmed that the RBV model of competitive advantage suggests that employee performance is directly related to organizational performance [20]. Organizations can achieve high levels of employee productivity by leveraging employees’ strengths and fostering an organizational culture that promotes productivity [21]. This working environment and TMP create a competitive advantage that is difficult for other organizations to replicate [22]. Talented employees are key resources that fulfill unique organizational needs, and the highly peculiar combination of such rich skills and contributions is a key factor in differentiating organizational performance aligned within a strategic domain [23]. Organizational performance, as a collective outcome of talent management, POS, and EP, leads to the achievement of desired results and the effective attainment of organizational goals [24]. According to RBV, coordination of these factors leads to collaboration that is hard for competitors to emulate, achieving a sustainable competitive advantage [25]. RBV theory thereby points out that talent management practices, perceived organizational support, and employee performance are the cornerstones of sustained organizational performance.

Hypothesis development

Talent management practice and employee performance

Recent studies spotlight the pivotal role of talent management practices (TMP) in heightening staff functionality or employee performance (EP). Researchers found a significant interconnection between TMP and EP, emphasizing that employee participation acts as an intervening determinant in this relationship [26]. In contrast, Graham, Zaharie [27] exposed that when employees perceive themselves as valuable assets to their company, they are more inclined to accomplish improved performance outcomes, underscoring the importance of powerful TMP in cultivating such perspectives. Literature exhibited that TMP significantly predicts performance results, especially in recruitment and selection processes, indicating that strategic hiring practices can lead to substantial improvements in performance metrics [28]. Researchers established a good relationship between TMP and organizational functionality (OP), particularly in the IT sector, suggesting that proficient TMP enhances individual EP while contributing to overall organizational success [29]. Additionally, Hongal and Kinange [30] emphasized the importance of employee engagement in driving OP and productivity, outcomes often facilitated by robust Talent management practices. These conclusions align with the Resource-Based View (RBV) theory, which posits that organizations achieve enduring competitive advantage through unique resources and capacities [31]. In this context, TMP serves as a strategic resource that enhances organizational capabilities by fostering a skilled and inspired workforce. On the basis of these agreements, this study can propose the following hypotheses.

H1

Talent management practice has a significant effect on employee performance.

Talent management practice and organizational performance

Talent Management Practices (TMP) are considered one of the essentials for improving Organizational Performance (OP) and have received increased attention recently in the literature. According to Achiambo, Oloko [32], competencies around talent management, namely, talent attraction, development, and retention, are critical drivers of OP [33]. This implies that, by using structural methods to manage the personnel, organizations can make themselves more effective and efficient. Another study also argued that strategic talent management would not only assist in attracting and retention of top talent but also cultivate a culture of high performance, which leads to OP [34]. Furthermore, Almohtaseb, Shaheen, Alomari, and Yousef (2020) highlight the role of an effective performance management system in ensuring TMP is able to exert its full force on organizational performance. According to their research on a high-performance management framework, an effective performance management system can enhance the talent management function and drive business success. Supporting this Chen, Hao [35], reported that the organizational outcomes of groups with performance management systems improved significantly, and employees felt their productivity enhanced. On the other hand, researchers revealed that talent management practices had a substantial positive impact in lowering attrition rates in an Indian IT firm as well, thus increasing employee retention and performance [36]. That is also reflected by the discovery of Putri and Sary [37], which stated that employee engagement positively drives organizational performance, whereas effective TMP accounts for its effect on employee engagement. These insights are in accordance with the Resource-Based View theory, which argues that organizations gain a competitive advantage through superior management of valuable and rare resources [38, 39]. So here TMP works as a strategic asset that boosts the individual attributes as well as superior organizational outcomes. Based on the literature review and theory, this study proposed the following hypothesis.

H2

Talent management practice has a significant effect on organizational performance.

Talent management practice and perceived organizational support

New research shows that talent management practices (TMP) and, more importantly, perceived organizational support (POS) can strongly influence TMP [38]. Likewise, the mapping well well-implemented talent management practices with the perceived support of employees in government-affiliated organizations showed a strong positive relationship, demonstrating that when an organization has good talent management, it creates a supporting climate in organizations [40]. Similarly, tactical TMP can increase POS since the elements of strategic talent management programs are the key drivers of employees’ perceptions of support [11]. In addition Rhoades and Eisenberger [41] confirmed that the TMP model is effective in increasing employee perceptions of support, whereby an organization conducts intensive searches for talent. Building on this, Sitaniapessy, Armanu [42] argues that because higher POS levels, which are the outcome of effective TMP, translate into greater retention among top-talent employees, it can be assumed that supportive practices embedded in management will fortify the employee–organization relationship. Additionally, Weng, Shen [8] findings showed that TMP has a strong direct influence on work involvement (which enhances job performance), and POS, which means effective talent management development, strengthens employees’ positive perception towards support, which in turn positively affects their work engagement. This study is consistent with the Resource-Based View (RBV) theory that argues organizations can achieve sustainable competitive advantage in the long run through optimum and supreme use of their unique resources and capabilities [43].if it is clear that TMP is more of a strategic method of organizing, which helps the employee experience a sense of support, propelling towards a healthy workplace culture that leads to engagement and retention. Based on the above discussion, we proposed that ;

H3

Talent management practice has a significant effect on perceived organizational support.

Perceived organizational support

In the current domain of the competitive market, organizations are becoming more aware of the importance of using human resources to achieve better performance and success [44, 45]. TMP is key for a high-performance culture and is aligned with organizational goals. Empirical studies also elevate the significance of Perceived Organizational Support (POS) as a game-changer for employees. When employees feel valued and supported, job performance increases, and the effects ultimately ripple through global corporate effectiveness [46]. POS has emerged as an important factor in enhancing individual as well as organizational performance in recent years, which is quite natural as numerous contemporary investigations have confirmed this consistent salience of POS in relation to different performance criteria [47]. For instance, Rhoades and Eisenberger [41] discovered that POS has a major direct effect on employee performance (EP), indicating that employees who perceive that they receive greater support are more likely to perform better; similarly, Rubel, Kee [48] POS experiences vary in cultural contexts like Singapore, Thailand, and Indonesia, so we should apply them according to the context in order to utilize the strengths of POS effectively.

Researchers illustrated the relationships between POS and work performance that perceived organizational support improves employee outcomes on account of fulfilling the social and emotional needs of the employees by providing a supportive work environment [49]. According to Jeong and Kim [5], Fair treatment is crucial for productive employees and improves overall organizational performance, while a favorable working atmosphere increases organizational productivity and employee performance [35, 50]. An interesting relationship has been observed by Christensen Hughes and Rog [16] between POS and supervisor performance; it says that when an employee receives positive support, it eventually also motivates a manager or an organization to perform better, thus ensuring OP [51]. Similarly, Musenze, Mayende [52] studied the ways by which POS buffers workplace stressors, namely anxiety- and burnout, and enhances employee engagement and productivity [53, 54]. These studies combined highlight the importance of creating a favorable working environment to improve employee morale and the efficiency of the organization [55, 56]. The Resource-Based View (RBV) theory argues that unique resources (ex, POS) are essential for obtaining a sustainable competitive advantage [57, 58]. When effectively managed and leveraged, talent can breed perceptions of support in employees, enabling an environment to thrive and be productive. Strategic human resource management ensures that human resources become the source of competitive advantage, leading to high performance and sustained competitive advantage.

Furthermore, Organizational Support Theory (OST) suggests that POS is the answer to supporting organizational performance [59]. To summarize this, it is clear that OST highlights the positive relationship between employees benefiting from their organization through feeling valued, which in turn evokes greater commitment and work motivation that is linked to better individuals and contributes to organizational performance [60]. Furthermore, high POS also decreases intentions to quit the organization by giving a sense of security and loyalty toward the organization, which can improve the stability and long-term performance of an organization. In addition, POS promotes the willingness of employees to be innovative and help actively troubleshoot problems [61], which enhances organizational responsiveness and ultimately brings about success [59]. Based on the above discussion, this study proposed the following hypothesis.

H4

Perceived organizational support has a significant effect on employee performance.

H5

Perceived organizational support has a significant effect on organizational performance.

H6

Perceived organizational support mediates between TMP and employee performance.

H7

Perceived organizational support mediates between TMP and organizational performance.

A conceptual framework is used to describe the relationships between Talent Management Practices (TMP), Employee Performance (EP), Organizational Performance (OP), and Perceived Organizational Support (POS). TMP is the independent variable, EP and OP are the dependent variables, and POS serves as the mediating variable in this paradigm. It is theorized that TMP directly enhances OP and EP, hence improving employee capabilities and business success. POS directly affects EP and OP by fostering a favorable work environment that raises employee happiness and productivity. Additionally, the relationship between TMP EP and OP is mediated by POS, suggesting that successful TMP’s augmentation of staff perceptions of support positively impacts performance (See Fig. 1).

Methodology

Based on the positivist research philosophy, researchers have obtained accurate information via visible and quantifiable facts. The major goal is to investigate the links between talent management practices (TMP), employee performance (EP), organizational performance (OP), and the mediation function of perceived organizational support (POS). The study takes a deductive method, starting with a broad theoretical framework and then examining particular hypotheses generated from that framework. A cross-sectional technique is used to attain the data. To ensure impartiality, the sample population comprises randomly selected employees from Jordanian telecommunications firms. To investigate the data and assess the potential associations, researchers used Partial Least Squares Structural Equation Modeling (PLS-SEM) with Smart PLS software. This analytical technique enables the investigation of correlations between measurable and latent variables, making it ideal for investigating the complicated interrelations described in this work. The study uses PLS-SEM to get deep insights into the dynamics of TMP, POS, and performance results in Jordanian telecoms enterprises. This rigorous analytical structure allows for a thorough examination of the study hypotheses and assists in the growth of knowledge in personnel administration and corporate behavior.

Measurement

The questionnaire used in this study contained twenty-five items separated into two major portions, as shown in Table 1. The first portion focuses on gathering demographics from participants. The second portion was created to document the experiences of participants with talent management practices (TMP) and their perceived impact on perceived organizational support (POS), employee performance (EP), and organizational performance (OP). A five-point Likert scale was used to evaluate responses. Six items were used to evaluate the TMP construct [16]. Three measures were used to assess POS [18, 41]. Nine questions were used to measure EP [62]. Lastly, seven items were used to evaluate OP [63, 64].

Data collection

A self-administered questionnaire with well-defined sections is used to collect the data. Each section covers important aspects of the study, such as talent management practice, employee performance, organizational performance, and perceived organizational support. A total of three hundred and ninety-seven questionnaires were distributed among the employees of Jordanian telecoms enterprises, and three hundred sixty-two questionnaires were returned, revealing a 91.1% response rate. Before data collection, ethical approval and consent regarding information confidentiality were taken from the organization as well as from the employees of the Jordanian telecom enterprises.