IMPACT OF TALENT MANAGEMENT PRACTICES ON SUSTAINABLE ORGANIZATIONAL PERFORMANCE OF MANUFACTURING SECTOR, MANAGERIAL LEVEL EMPLOYEES IN PUTTALAM DISTRICT: MEDIATING ROLE OF EMPLOYEE ENGAGEMENT.

Abstract

The purpose of this study is to investigate the impact of talent management practices on sustainable organizational performance in the manufacturing sector, focusing on managerial level employees in the Puttalam district of Sri Lanka, and to examine the mediating role of employee engagement in this relationship. The research employs a quantitative approach, utilizing a survey strategy to collect data from a sample of 208 managerial level employees across 19 manufacturing companies. The data is analyzed using descriptive statistics, correlation analysis, regression analysis, and mediation analysis. The findings reveal that talent management practices have a significant positive impact on sustainable organizational performance and employee engagement, and that employee engagement has a significant positive relationship with sustainable orgartizational performance. Employee engagement is found to partially mediate the relationship between talent management practices and sustainable organizational performance. The study contributes to the existing body of knowledge by providing empirical evidence of the positive impact of talent management practices on sustainable organizational performance and the mediating role of employee engagement. The findings have practical implications for organizations in the manufacturing sector, highlighting the importance of prioritizing talent management and employee engagement initiatives to achieve long-term success and sustainability. The study is limited by its cross-sectional design and the use of self-reported measures, and future research should consider longitudinal designs, objective measures of organizational performance, and the exploration of potential moderating factors.