Disentangling the relationships between talent management, organizational commitment and turnover intention: Evidence from higher educational institutions in India

Abstract

AbstractWhile a substantial body of research demonstrated that talent management practices and organizational commitment are linked to turnover decisions, little is known about the mechanism unfolding this process. This research aims to unravel the relationship between various dimensions of talent management and organizational commitment and turnover intention. First, a moderated moderated‐mediation is conceptualized, and relationships are studied by collecting data from 435 faculty members from higher educational institutions (HEIs) in southern India. Then, after checking the psychometric properties of the survey instrument by structural equation modeling (SEM), the data were analyzed using Hayes's PROCESS macros. The findings indicate that (i) talent recruitment strategies positively predict organizational commitment and talent engagement, (ii) talent engagement is positively related to organizational commitment, and (iii) talent engagement mediates the relationship between talent recruitment strategies and organizational commitment. Further, the results documented that talent acquisition (first moderator) and talent development (second moderator) influence the relationship between talent recruitment strategies and talent engagement. Additionally, the results support talent retention in strengthening the relationship between talent engagement and organizational commitment. The previously established negative relationship between organizational commitment and turnover intention has been fortified in this study. To the best of our knowledge, the three‐way interaction between talent recruitment strategies, talent acquisition, and talent development is investigated for the first time, representing a pivotal contribution to the bourgeoning literature on talent management. The theoretical and practical implications are discussed.