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

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.