Testing the mediation effect of person-organisation fit on the relationship between talent management and talented employees’ attitudes

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.