Effect of Talent Management Practices on Organizational Productivity: A Quantitative Survey

Abstract

Talent management is increasingly recognized as a critical driver of organizational productivity, particularly in competitive and resource-constrained environments. This study examines the effect of five key talent management practices—recruitment and selection, training and development, performance management, succession planning, and employee retention—on organizational productivity in public and private sector organizations in Khyber Pakhtunkhwa, Pakistan. Using a quantitative, cross-sectional survey design, data were collected from 300 employees through stratified random sampling. A structured, validated questionnaire measured each construct on a five-point Likert scale, and data were analyzed using correlation and multiple regression techniques. Results indicate that all five dimensions are positively and significantly related to productivity, with training and development emerging as the strongest predictor (β = 0.32), followed by recruitment and selection (β = 0.19) and employee retention (β = 0.18). The model explained 58% of the variance in productivity (R² = 0.58, p < 0.001). Comparative analysis revealed that private sector organizations performed better in training and development practices. These findings support Human Capital Theory and the Resource-Based View, underscoring the need for integrated talent management strategies to enhance productivity and competitiveness.