Employee perception of Talent Management Practices and Employee Engagement: A Multiple Mediator Model

Abstract

Purpose – The purpose of this paper is to investigate the influence of Talent management practices (Talent Acquisition, Talent Development, and Talent Retention), and Employee Engagement through mediation role of organizational justice and perceived organizational support in three hospitals (Al-Shifa hospital, European, Nasar hospital).

Design/methodology/approach – Quantitative data were collected from Al-Shifa hospital, European, Nasar hospital; AMOS software (version 24) was used in testing the relationship, as well as testing the mediating effect of organizational justice and perceived organizational support.

Findings – The results of this study showed that organizational justice was found to partially mediate the impact of talent acquisition, development, on employee engagement, and fully mediate the impact of talent retention on employee engagement in the study. The study also showed that perceived organizational support partially mediates the influence of talent acquisition, talent development, talent retention on employee engagement.

Research limitations/implications – Policymakers and executives at three Palestinian public hospitals in Gaza should think about how to successfully embrace and execute Talent management practices that might promote and improve workers' perceptions of organizational support and justice. The health industry may improve employee engagement and increase organizational commitment, job satisfaction, and minimize turnover by adopting and implementing these strategies

Originality/value – This study adds to the domain of human resource management by organizational justice and perceived organizational support as a mediator between talent management practices (Talent Acquisition, Talent Development, and Talent Retention), and with work outcomes (Employee Engagement) in the middle east.