A talent management, organisational commitment and employee turnover intention framework for a government department in South Africa

Wasnaar Mokoena · Cecile M. Schultz · Leigh-Anne Paul Dachapalli

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Human Resource and Talent Management Employee Performance and Management Job Satisfaction and Organizational Behavior

Abstract

Orientation: Talent management should be used as a strategy to improve organisational commitment and reduce employee turnover intention.Research purpose: The purpose of this research was to develop a talent management, organisational commitment and employee turnover intention framework for a government department in South Africa by determining the relationship between these three variables.Motivation of the study: Most studies focus on talent management and organisational commitment in the private sector, with limited studies conducted on the development of a talent management, organisational commitment and employee turnover intention framework for a government department in South Africa.Research approach/design method: A survey was conducted by using a non-probability sample of 372. A quantitative research approach was used. Data were collected manually by using a questionnaire. Structural equation modelling was used to analyse the data.Main findings: The results of the study showed that talent management acted as a mediator between organisational commitment and employee turnover intention. There was a significant relationship between talent management, organisational commitment and employee turnover intention.Practical/managerial implications: Talent management should form part of a strategic approach to attract and retain talent in the department. Talent management as the mediator explains the causal links between organisational commitment and employee turnover intention.Contribution and value addition: The new knowledge was produced by the development of a framework for talent management, organisational commitment and employee turnover intention at a government department in South Africa.

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2014Partial least squares structural equation modeling (PLS-SEM)1990The measurement and antecedents of affective, continuance and normative commitment to the organization 2003The Role of Perceived Organizational Support and Supportive Human Resource Practices in the Turnover Process 1978An evaluation of precursors of hospital employee turnover.2006Talent management: A critical review 1994Supervisor behaviors, role stressors and uncertainty as predictors of personal outcomes for subordinates 2004Examining the Influences on Faculty Departure Intentions: A Comparison of Tenured Versus Nontenured Faculty at Research Universities Using NSOPF-99 2016The effect of employee advocacy and perceived organizational support on job embeddedness and turnover intention in hotels

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