| dc.description.abstract | Steven Hankin of McKinsey & Company proposed ＂The War for Talent＂ in 1997, highlighting the increasing competition in recruiting and retaining top talent. The demographic changes, particularly declining birth rates leading to an aging or shrinking workforce, have intensified this competition. As a result, talent management has gained significant attention in recent years and has gradually become a new focus in management studies since 2001. The core of talent management is to invest resources in the key elite talent, which represents the top 20% of the workforce.
Based on social exchange theory, the 80/20 principle, and psychological contract fulfillment theory, this study proposes that employees′ perceived obligations influence the exchange relationship between the organization and employees, subsequently impacting their job engagement. Furthermore, employees′ perceived obligation behavior affects the extent to which talent management measures influence job engagement through the exchange relationship between the organization and employees. Therefore, this study focuses on employees who are designated as elite talent within their organizations and are included in talent management measures. A two-stage questionnaire survey was conducted, distributing paper or online questionnaires to companies in Taiwan, with a total of 291 responses collected.
Using ＂talent management＂ as the independent variable, ＂psychological contract fulfillment＂ as the mediating variable, ＂job engagement＂ as the dependent variable, and employees′ ＂perceived obligations＂ as the moderating variable, the research was analyzed.
The study findings yield the following conclusions:
(1) Psychological contract fulfillment mediates the relationship between talent management measures and job engagement.
(2) Perceived obligations moderate the relationship between psychological contract fulfillment and job engagement. The stronger the perceived obligations of employees, the stronger the positive relationship between psychological contract fulfillment and job engagement.
(3) Perceived obligations moderate the positive mediating effect of talent management on job engagement through psychological contract fulfillment. When perceived obligations are higher, the positive mediating effect of talent management on job engagement through psychological contract fulfillment becomes stronger. | en_US |