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Talent Sustainability and Development: How Talent Management Affects Employees’ Intention to Stay through Work Engagement and Perceived Organizational Support with the Moderating Role of Work–Life Balance

Author

Listed:
  • Tzu-Chun Weng

    (Department of Human Resource Development, National Kaohsiung University of Science and Technology, Kaohsiung 807618, Taiwan)

  • Yun-Hsuan Shen

    (Department of Human Resource Development, National Kaohsiung University of Science and Technology, Kaohsiung 807618, Taiwan)

  • Te-Tzu Kan

    (Department of Information Management, National Taiwan University of Science and Technology, Taipei 106335, Taiwan)

Abstract

The pandemic and the war have caused challenges, creating a shortage of labor and talent crisis. Organizations have reviewed their work patterns to retain talent and increase employee retention. Data are collected from 344 employees working in Taiwan. This study divides the sample into “key talents” and “non-key talents” and aims to examine how talent management, work engagement, and perceived organizational support affect employees’ intention to stay. The results of this study indicate a significant positive relationship between talent management, work engagement, perceived organizational support, and the intention to stay. This study also confirmed the mediating role of work engagement and perceived organizational support in the relationship between talent management and the intention to stay. Furthermore, work–life balance exerts a notable moderating influence on the relationships among work engagement, perceived organizational support, and the intention to stay. The findings of this research reveal that when employees consider themselves “key talents”, talent management is positively and significantly correlated with the intention to stay. Companies must continuously innovate their talent management strategies to meet employees’ high expectations for a favorable work environment and development opportunities, achieving mutual benefit for both the organization and its employees.

Suggested Citation

  • Tzu-Chun Weng & Yun-Hsuan Shen & Te-Tzu Kan, 2023. "Talent Sustainability and Development: How Talent Management Affects Employees’ Intention to Stay through Work Engagement and Perceived Organizational Support with the Moderating Role of Work–Life Bal," Sustainability, MDPI, vol. 15(18), pages 1-20, September.
    • Handle: RePEc:gam:jsusta:v:15:y:2023:i:18:p:13508-:d:1236333
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    References listed on IDEAS

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    1. Parkes, Louise P & Langford, Peter H, 2008. "Work–life bal ance or work–life alignment? A test of the importance of work-life balance for employee engagement and intention to stay in organisations," Journal of Management & Organization, Cambridge University Press, vol. 14(3), pages 267-284, July.
    2. Alka Rai & Piyali Ghosh & Tanusree Dutta, 2019. "Total rewards to enhance employees’ intention to stay: does perception of justice play any role?," Evidence-based HRM, Emerald Group Publishing Limited, vol. 7(3), pages 262-280, September.
    3. Riham Al Aina & Tarik Atan, 2020. "The Impact of Implementing Talent Management Practices on Sustainable Organizational Performance," Sustainability, MDPI, vol. 12(20), pages 1-21, October.
    4. Smith, Brenda D., 2005. "Job retention in child welfare: Effects of perceived organizational support, supervisor support, and intrinsic job value," Children and Youth Services Review, Elsevier, vol. 27(2), pages 153-169, February.
    5. Konstantinos D. Mitosis & Demetris Lamnisos & Michael A. Talias, 2021. "Talent Management in Healthcare: A Systematic Qualitative Review," Sustainability, MDPI, vol. 13(8), pages 1-20, April.
    6. Julian Gould-Williams & Fiona Davies, 2005. "Using social exchange theory to predict the effects of hrm practice on employee outcomes," Public Management Review, Taylor & Francis Journals, vol. 7(1), pages 1-24, March.
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