This study aims to explore the interconnectedness of talent management, organisational commitment and organisational performance. It reviews the theoretical underpinnings of each concept and delves into the established relationships between them.
This study is designed in descriptive design using an extant article review method. Effective talent management practices, which encompass, talent identification, talent development, performance management, succession planning, reward management and talent retention, are hypothesised to foster a strong sense of organisational commitment. This commitment, characterised by an employee’s emotional attachment, sense of obligation and belief in the organisation’s goals, is expected to translate into higher levels of performance.
This study argues that a robust talent management strategy fosters a culture that cultivates organisational commitment, ultimately leading to improved organisational performance. This study highlights the potential mediating role of factors like organisational commitment, further strengthening the relationship between talent management and organisational success.
This study is conceptual; the future researchers can use the proposed model to test the inter-relationship of the three variables empirically.
Organisations can leverage talent–commitment–performance nexus on human resource management practices.
This study closes the gap in the literature on the relationship between talent management, organisational commitment and organisational performance.
