The Impact of Talent Management Practices on Employee Performance: Leadership Competencies as a Mediator

Abstract

ABSTRACT Purpose: This research aims to fill some of the knowledge gaps in employee performance in the UAE through the direct impact of realistic job previews, performance-based compensation, perceived organizational support, mentoring, training and development on employee performance, and an indirect impact through the mediating effect of leadership competencies. By providing resource-based view (RBV) theory, this research aims to add to the body of knowledge and empirical data by explaining how employee performance in government organizations in the UAE may evolve. Theoretical framework: Talent management practices are applied by leadership competencies if each employee inevitably plays his or her overall function in the performance of the organization (Wassem et al., 2019). It is important to look at how much talent management practises have enhanced employee performance since leadership competence has an effect on them. Design/Methodology/Approach: In this study, a cross-sectional design was appropriate. Moreover, 280 employees from Government Housing Programs Departments in United Arab Emirates were given questionnaires. The research found a significant impact of talent management practices on employee performance. Findings: the results demonstrated the function of leadership competencies as a mediator between talent management practices and employee performance. The current research also highlighted the research's implications, recommendations for future research, and limitations. Research, Practical & Social implications: One of the study's limitations is that it relies on a cross-sectional design; leadership competencies and employee performance are often time-consuming processes that may benefit from a longitudinal study. In addition, adopting quota sampling impacts the usable conclusion; the subsequent research may enhance the sample technique and be based on the effect of the described further circumstances. Originality/Value: in its specific focus on the impact of talent management practices on employee performance, its exploration of an emerging field within HR management, its holistic examination of the talent management process, its potential to establish causal relationships, its practical implications for organizations, its guidance for HR strategies, its value for HR practitioners, and its contribution to the academic literature. These elements collectively emphasize the significance of the study in advancing understanding and practices in talent management and organizational performance.