The Role of Talent Management in Job Performance Mediated by Social Capital

Document Type : Management & Organization

Authors

1 Associate Professor, Department of Educational Sciences, Faculty of Humanities Sciences, Bu-Ali Sina University, Hamedan, Iran.

2 Ph.D. student in Educational Management, Department of Educational Sciences, Faculty of Humanities, Bu-Ali Sina University, Hamedan

Abstract

The purpose of this study was to investigate the role of talent management in job performance mediated by social capital. The research population was all 3000 elementary teachers of Shiraz District 1 who were selected by simple random sampling method based on Morgan table with a sample size of 341. The research method is correlation studies and in particular structural equation modeling. The Early Talent Management Questionnaire (2007), the Nahapit & Goshal Social Capital Questionnaire (1998) and the Paterson Job Performance Questionnaire (2005) were used. Cronbach's alpha and confirmatory factor analysis were used to determine the reliability and validity of the tool. The results showed that: talent management had positive direct effect (0.36), indirect positive effect (0.157) and positive total effect (0.517) and significant effect on job performance variable at 0.05 level. The social capital variable has a positive direct effect (0.21) and significant on the job performance variable at the 0.05 level. Talent management variable with indirect path coefficient through social capital (0.157) and t value (4.63) have indirect, positive and significant effect on job performance variable at 0.05 level.

Keywords


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