The exponential growth of digital technology and automation has upended established work patterns, necessitating a strategic emphasis on the development of new skills and abilities. This mandated propelling talent development as an imperative strategy to sustain the challenges of the volatile, uncertain, complex, ambiguous environment. This study aims to explore and delve into the link between talent development and employee performance and the crucial mediating function of workplace well-being.
This study uses a descriptive approach, gathering cross-sectional data through survey methodology. Statistical analysis was performed using IBM SPSSv24 and AMOSv24 structural equation modeling (SEM) program. SEM was used to assess the direct effect. SEM analysis with bootstrap estimates was used to investigate the mediating role of workplace well-being in the relationship between talent development and employee performance.
Based on the inferences from the empirical data, the findings underscore that talent management has a considerable direct impact on employee performance, and the most significant new insight from this research concerns workplace well-being. The findings concluded that workplace well-being is a significant mediator in this relationship.
Workplace well-being as a mediating construct between talent development and employee performance imbues this discourse with a distinct element of novelty and scholarly intrigue.
