Talent Management and Organizational Performance in Higher Education: Mediating Roles of Employees’ Resilience and Organizational Culture

Abstract

This article examines the impact of talent management on organizational performance in public sector higher education institutions in the southern region of Khyber Pakhtunkhwa, Pakistan. It particularly considers whether employees’ resilience and organizational culture mediate the relationship between talent management practices and organizational performance. The article is extracted and condensed from a doctoral thesis that investigated talent acquisition, talent development, talent engagement and talent retention as major dimensions of talent management. A quantitative, cross-sectional survey design was used. The population comprised teachers working in higher education institutions in the selected region. A total of 287 questionnaires were distributed and 266 valid responses were analyzed. The instrument measured seven constructs: talent acquisition, talent development, talent engagement, talent retention, employees’ resilience, organizational culture and organizational performance, using five-point Likert scale items adapted from prior research. Data were analyzed through descriptive statistics, reliability analysis, Pearson correlation, multiple regression, Hayes process mediation analysis and group difference tests. The results show that all talent management dimensions are positively associated with organizational performance. The regression model explained 52.9% of the variance in organizational performance. Talent acquisition, talent development, talent engagement, talent retention, employees’ resilience and organizational culture each demonstrated significant positive effects.