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.
