A talent management, organisational commitment and employee turnover intention framework for a government department in South Africa

Abstract

Orientation: Talent management should be used as a strategy to improve organisational commitment and reduce employee turnover intention.

Research purpose: The purpose of this research was to develop a talent management, organisational commitment and employee turnover intention framework for a government department in South Africa by determining the relationship between these three variables.

Motivation of the study: Most studies focus on talent management and organisational commitment in the private sector, with limited studies conducted on the development of a talent management, organisational commitment and employee turnover intention framework for a government department in South Africa.

Research approach/design method: A survey was conducted by using a non-probability sample of 372. A quantitative research approach was used. Data were collected manually by using a questionnaire. Structural equation modelling was used to analyse the data.

Main findings: The results of the study showed that talent management acted as a mediator between organisational commitment and employee turnover intention. There was a significant relationship between talent management, organisational commitment and employee turnover intention.

Practical/managerial implications: Talent management should form part of a strategic approach to attract and retain talent in the department. Talent management as the mediator explains the causal links between organisational commitment and employee turnover intention.

Contribution and value addition: The new knowledge was produced by the development of a framework for talent management, organisational commitment and employee turnover intention at a government department in South Africa.