Talent management and organizational sustainability: role of sustainable behaviour

Muhammad Mujtaba · Muhammad Shujaat Mubarik

90 citations0/0 files storedInternational journal of organizational analysis

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Human Resource and Talent Management Employer Branding and e-HRM AI and HR Technologies

Abstract

Purpose This study aims to examine the role of talent management (TM) in improving organizational sustainability (OS). The study also investigates employees’ sustainable behaviour (SB) in achieving three-dimensional sustainability goals (i.e. economic, social and environmental). Design/methodology/approach This study focused on medium and large-scale manufacturing firms, whereas the sample size was 196 firms. Data was collected through close-ended questionnaires using the cluster sampling technique. The partial least square-structural equation modelling was used to estimate the modelled relationships. Findings Results show a significant direct impact of TM on OS. Likewise, the results also show a substantial impact of all three dimensions of TM (acquisition, development and retention) on OS. Results confirm that employees’ SB positively mediates between TM and OS. Research limitations/implications The study focuses on the manufacturing sector of Pakistan. The study’s findings imply that TM strategies are an indispensable source of sustainability to attract, develop and retain talented employees in the situation of talent shortage. Moreover, sustainable employees’ behaviour is also depicted as a positive role between TM and OS because sustainable success is not only required the expertize of employees, but it also needs the dedication of employees. Practical implications This study enhances the understanding of TM’s role in improving the OS. The findings imply that a firm should consider TM as the apex strategy for elevating the performance. Findings also reveal the need to adopt a comprehensive strategy or system to manage the talent of an organization. Originality/value Linking the TM with OS and SB is the novelty of the study.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 90 citations exist upstream.

References

1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 2009Strategic talent management: A review and research agenda 2017Green human resource management practices: scale development and validity 2009Global talent management: Literature review, integrative framework, and suggestions for further research 2005Talentship, talent segmentation, and sustainability: A new HR decision science paradigm for a new strategy definition 2013What is the meaning of ‘talent’ in the world of work?2018On the importance of sustainable human resource management for the adoption of sustainable development goals

Cited by

2022Talent management strategies and functions: a systematic review 2021The effect of servant leadership on organisational sustainability: the parallel mediation role of creativity and psychological resilience 2022Mapping the Sustainable Human-Resource Challenges in Southeast Asia’s FinTech Sector 2023Sustainable HRM and well-being: systematic review and future research agenda 2023The Impact of Talent Management Strategies on Employee Retention

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.