The Public Sector In Beijing, China: The Relationship Between Talent Management And Retention And The Mediating Role Of Organisational Performance

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BI YUNPENG, Rozaini binti Rosli

Abstract

Employees, policies, and systems that impact them are all connected to an efficient HRM system. A company is made up of people, capital, supplies, and equipment. An organisation needs intelligent employees who can grow the market and implement the finest organisational learning techniques if it wants to compete on a global scale. Organisational productivity and performance are intimately correlated with the amount and quality of human resources. Creating and keeping a workforce that improves organisational performance is one of the hardest management tasks. This research looks at the link between talent management and employee retention in Beijing, China's public sector, and the mediating function that organisational performance plays in it. The analysis of 1895 respondents in this research was done using SPSS 25. The study's findings assist public administrators in developing comprehensive plans that combine human resource management with organisational effectiveness to provide long-lasting effects. Employee performance is significantly impacted by talent management. Organisational performance mediates the substantial influence of talent management on employee retention. The talent management variable functions as a mediating variable, indirectly influencing organisational performance to support employee retention. The replies of just top and middle management personnel are used to gauge the limits of the variables in this research. The study's conclusions recommend that more research be done in other human resources-related fields, with a special emphasis on the impact of talent management on employee retention and the role that talent management plays as a mediating variable with a variety of dimensions and components in employee retention through organisational performance.

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