Assimilating talent-centric approaches to digital workplace engagement behaviours

Abstract

Orientation: Effectively managing talent is imperative for transforming traditional work engagement models. Successfully implementing these evolving models requires a timely and comprehensive approach to talent management practices (TMP).

Research purpose: This study uncovers how TMP such as knowledge sharing (KS), employee mobility (EM) and training and development (TD) impact employee engagement (EE) within the digital workplace. It further examines the mediating roles of psychological empowerment (PE) and job satisfaction (JS), with trust (TR) considered a moderating factor within the tenets of Social Exchange Theory.

Motivation for the study: While TMP’s importance in enhancing EE is well-recognised, its role in sustaining EE, particularly in the digital workplace, has received limited attention in human resource management literature.

Research approach/design and method: The study used a self-administered questionnaire with quota sampling, and data analysis was conducted using the PLS-SEM technique to assess measurement and structural models.

Main findings: Results showed that KS and TD impacted EE indirectly via PE, while EM had both direct and indirect effects. Job satisfaction partially mediated the link between PE and EE, but TR did not positively moderate the JS–EE relationship.

Practical/managerial implications: This study takes a broader approach by exploring direct and indirect effects of TMP on EE and highlighting TR as a moderator, providing fresh insights for academics and human resource (HR) practitioners in digital workplace engagement strategies.

Contribution/value-add: This study links TMP with PE, JS and TR to examine their combined effects on EE, offering a novel contribution to management literature.