THE PUBLIC SECTOR IN BEIJING, CHINA: THE INTERRELATIONSHIP BETWEEN TALENT MANAGEMENT AND RETENTION WITH EVALUATION OF THE MEDIATING ROLE OF ORGANISATIONAL PERFORMANCE.

Abstract

Employees are linked to the policies and processes affecting them via an efficient human resource management system. Every enterprise has essential components, including people resources, capital, raw materials, and machinery. Any organisation intent on competing globally requires astute people capable of enhancing market share and executing creative organisational learning initiatives. A distinct correlation exists between the amount and quality of a company's HR (human resources) and the performance and productivity of the enterprise. Every manager encounters a substantial challenge in the formation and sustenance of a team that augments organisational output. This study aims to assess the impact of organisational performance on the relationship between talent management and employee retention in Beijing's public sector. This study employed SPSS 25 to analyse 1,895 respondents. This study's findings can aid public administrators in formulating comprehensive strategies that enhance organisational performance and human resource management to attain sustainable outcomes. There is a significant relation between talent management and talent retention activities in an organisation. Conversely, the organization's performance mitigates the significant impact of talent management on employee retention. The talent management variable serves as a mediator, indirectly influencing business performance, which subsequently aids in personnel retention. This study is limited to replies from those in upper and middle management. Further study is required in various domains of human resource management, particularly concerning the influence of talent management on organisational success and, more specifically, its effect on employee retention. The results of this study necessitate additional inquiry in these domains.