TalentTalentDevelopment:Development:Training and developmentCareerdevelopmentTalentEngagementEmployer BrandingOrganisational PerformanceCONCEPTUAL FRAMEWORKRESEARCH DESIGNA quantitative approach using self-administered questionnaire was adopted. All key variables were measured by multiple statements, as this would afford greater degrees of freedom when partitioning the data into groups. It would also allow for adjustment of measurement error, thus increasing their reliability and predictive validity (Hair et al., 2014). Statements were also organized in sections without randomization based on the common objectives and contexts of the statements (Burns and Bush, 2005). A post hoc Harman single-factor analysis was also performed after data collection to ensure the variance in the data was not explained by one single factor, thus addressing the common method bias (Chang et al., 2010; Podsakoff et al., 2003). Except for demographic information, a five-point Likert scale where 1 indicating strongly disagree to 5 indicating strongly agree was adopted to measure the statements. Besides, a pretest was also conducted using the target respondents to 112Figure 1�2: The Conceptual Framework (authors’ model) with adjustment from Thunnissen et al., (2013).Hypothesis 6 (H6): Employer branding moderated the relationship of talent engagement and organisational performance�METHODOLOGY• An organization with a strong employer brand is more likely to have a positive work environment. This means that • An organization with a strong employer brand is more likely to be customer-focused. This means that employees are more Overall, employer branding can play a significant role in moderating the effect of talent engagement on organizational performance. By creating a positive image of the organization as an employer, organizations can attract and retain top talent, create a positive work environment, and promote customer focus. These factors can all contribute to increased productivity, innovation, and customer satisfaction, which can lead to improved organizational performance. Considering the above arguments, Hypothesis 6 (H6) was proposed:The conceptual framework of the study is shown in Figure 1. There will be three independent variables which are training and development, career development and talent engagement and one dependent variable namely intention to stay. This relationship is further moderated by employer branding.organization will have a workforce that is more engaged in their work.employees are more likely to be engaged in their work and to be motivated to achieve their goals.likely to be engaged in their work and to be motivated to provide excellent customer service.Talent Management
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