Document Type : Research Article



The current study examines on the relationship between talent management and employee
performance. Theoretically, talent management is made up of six talent management
(practices: talent planning, workplace culture, talent recruitment and retention, talent
development, professional advancement, and rewarding. Despite its significance, our
understanding of talent management is limited to how it affects employee performance. The
current study aims to critically examine the relationship between talent management and
work employee performance via the mediating role of organizational engagement. This
study's conceptual model of the Ability, Motivation, and Opportunity framework to better
understand the mechanisms that facilitate the linkages between talent management, firm
employee performance. The current study examined these underexplored relationships using
Pakistan's banking sector as a research study for developing markets. A questionnaire survey
was used to collect data from 297 respondents of bankers in various departments to
summarising the respondents' opinions. To analyse the components of the hypothesised
model, the current study used structural equation modelling techniques SEM-PLS. The
current study's findings discovered that organizational engagement facilitates the employee’s
performance. Furthermore, organizational engagement in the company were found to be
positively and significantly related to talent management. The current study's findings might
be valuable for businesses that emphasise the importance of organizational engagement in
attaining improved employee performance through talent management in their organizations.
This study contributes to understanding by putting the model to the test in the services
industry and expanding talent management research to Asian emerging nations such as