THE MEDIATING ROLE OF TALENT MANAGEMENT IN THE RELATIONSHIP BETWEEN KNOWLEDGE MANAGEMENT AND EMPLOYEE ENGAGEMENT ON EMPLOYEE PERFORMANCE

Andrew Satria Lubis

Abstract


In an era of increasingly competitive business environments, companies are required to optimize the potential of human resources as a strategic asset. Rapid technological advancements, market dynamics, and high workforce mobility encourage organizations to develop appropriate strategies for managing employee knowledge, engagement, and talent. Many companies face the problem of competency loss due to weak knowledge sharing and low employee engagement, which ultimately leads to high turnover rates. This condition emphasizes that knowledge management, employee engagement, and talent management are critical factors in improving employee performance. This study aims to analyze the effect of knowledge management and employee engagement on employee performance, with talent management serving as a mediating variable at PT Bank Sumut Head Office in Medan. This research adopts an associative research design with a quantitative approach. Data were collected through the distribution of questionnaires to 83 respondents selected using purposive sampling from a population of 473 employees working across 18 divisions. The sampling criteria included employees who had worked for at least one year at the Bank Sumut Head Office. Data analysis was conducted using the Partial Least Squares Structural Equation Modeling (PLS-SEM) method. The results indicate that knowledge management and employee engagement have a significant effect on employee performance, both directly and indirectly through talent management as a mediating variable. These findings suggest that integrated management of knowledge, employee engagement, and talent management can drive improvements in employee performance. This study also provides practical implications for company management in strengthening sustainable human resource development strategies


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DOI: https://doi.org/10.3059/insis.v0i0.29501

DOI (PDF): https://doi.org/10.3059/insis.v0i0.29501.g15071

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