Talent management and performance in the public sector: the mediating role of line managerial support

Abstract

PurposeThis study investigates the relationship between talent management and individual work performance in public sector organizations and evaluates the influence of line managerial support on mediating the link between talent management and individual work performance.Design/methodology/approachData were collected from 128 respondents working in public sector organizations in the United Arab Emirates. SPSS was used to perform multiple regression analysis to analyze direct relationships between talent management and line managerial support on individual work performance. Using PROCESS mediation analysis, this study also investigates the mediating effects of line managerial support.FindingsThe present study reveals that line managerial support insignificantly influence the individual work performance. Moreover, the findings indicate a substitution effect between talent management and line managerial support, suggesting that public sector organizations may spend their money on relieving line managers of their responsibilities for talent development so that they may focus on other duties.Practical implicationsMore dynamic perspectives on TM in the public sector are necessary to understand better how the TM agenda changes in response to changes in the strategic trajectories of public sector organizations and the interconnection between TM and performance in the public sector.Originality/valueThis study contributes to talent management research in the public sector domain of developing nations by emphasizing the crucial role of line managers in applying TM practices.