The literature has extensively demonstrated the pivotal role of Talent Management Practices (TMP) and Perceived Organizational Support (POS) across various sectors, serving as fundamental catalysts for both Employee Performance (EP) and Organizational Performance (OP). TMP encompasses a spectrum of strategies, including recruitment, training, development, and retention, aimed at nurturing talent within organizations. Effective TMP fosters enhanced employee skills, motivation, and overall performance. On the other hand, POS reflects an Employee's Perception of Organizational Value and Support, leading to increased commitment, Job Satisfaction, and Performance when Adequately Perceived.
This research investigates the effects of TMP and POS on EP and OP within Saudi Arabia Telecommunication Companies, with a specific emphasize the importance of mediation in the TMP-EP/OP relationship. Data were collected from 397 employees across Four Telecommunications Firms in Saudi Arabia, utilizing a cross-sectional survey design. Structural equation modeling, facilitated by Smart-PLS software, was employed for data analysis.
Results indicate substantial and favorable influences of both TMP and POS on EP and OP. Additionally, TMP significantly influences POS, while the interaction between TMP and POS exhibits a notable positive effect on EP and OP, highlighting POS as a mediator between TMP and both EP and OP.
This research enhances the understanding of organizational support theory by elucidating the interplay and significance of TMP and POS on EP and OP within Saudi Arabia telecommunication companies. It offers actionable insights for HR managers to optimize TMP and POS strategies, thereby enhancing EP and OP. Acknowledging the limitations of the cross-sectional design and self-reported measures, the study suggests avenues for upcoming research to explore the causal and longitudinal effects of TMP and POS on EP and OP, including the mediating mechanisms and boundary conditions of this relationship.