What is it about?
Combining insights from the social exchange and signalling theories, the purpose of this paper is twofold: first, to investigate the relationship between talent management (TM) practices and four dimensions of talented employees’ performance; and, second, to examine the mediating role of job satisfaction and affective commitment on this relationship in the Ghanaian banking context.
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Why is it important?
This paper advances the literature by exploring the relationship between TM practices and four dimensions of talented employees’ performance.
Perspectives
The findings of this paper showed that TM practices increase positive talented employee performance of task, contextual and adaptive, whereas it reduces counterproductive behaviours. Second, talented employee work attitudes of job satisfaction and affective commitment partially mediate the relationship between TM practices and four dimensions of talented employees’ performance.
Dr James Kwame Mensah
University of Ghana Business School
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This page is a summary of: Unlocking the “black box” in the talent management employee performance relationship: evidence from Ghana, Management Research Review, December 2016, Emerald,
DOI: 10.1108/mrr-08-2015-0190.
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