| dc.description.abstract | Since the publication of McKinsey′s ＂War for Talent＂ report in 1997, talent management has garnered considerable interest within the industry. Companies have embraced this concept and integrated it into their organizations. In recent years, an increasing number of studies have explored how talent management can foster organizational citizenship behavior. These studies have also found that such practices can motivate employees to engage in organizational citizenship behavior, thereby enhancing organizational performance.
Furthermore, aside from talent management, the adjustment of corporate culture, employee adaptability, and employee performance have emerged as crucial factors. This is because good corporate culture and adaptability encourage employees to demonstrate more organizational citizenship behavior and enhance their job satisfaction and loyalty toward the company. This, in turn, promotes long-term organizational stability and development.
However, these studies have rarely explored the mediating effects of job embeddedness on the relationship between talent management and organizational citizenship behavior. Under the moderating effect of perceived career support, it is worth investigating whether talent management enhances employees′ perception of job embeddedness and consequently increases their contribution to the organization.
Taking into account different level variables, this study utilized the statistical approach of Hierarchical Linear Modeling (HLM) to examine the correlation between talent management, job embeddedness, and organizational citizenship behavior. This study also looks into the moderating influence of perceived career support on this relationship.
This study focuses on the elite talents in listing, small, and medium-sized enterprises in Taiwan. A two-stage questionnaire survey was conducted to collect data from 31 domestic companies, resulting in a total of 330 questionnaires. After excluding questionnaires with incomplete responses (less than 5 questionnaires per company) and eliminating invalid questionnaires with excessively high response consistency, a final sample of 263 valid questionnaires from 31 domestic companies were used for empirical analysis. The research findings are as follows:
1. There is a significant positive correlation between organizational-level talent management and organizational citizenship behavior.
2. Organizational-level talent management correlates significantly positively with organizational citizenship behavior mediated by job embeddedness.
3. It was found that the moderating effect of perceived career support positively influences the relationship between organizational-level talent management and job embeddedness. | en_US |