Assessing Whether Organisational Trust Mediates The Correlational Relationship Between Talent Management And Job Embeddedness

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Alia Latib , Sanjana Brijball Parumasur


Organisations are engulfed by globalisation, volatile work environments and accelerated technological advancements, thereby placing increasing demands for high levels of work performance not only to secure the bottom-line but also to survive.  An added obstacle faced by organisations is the high turnover rate necessitating management to apply their minds and strategise in order to facilitate employee retention, protect their intellectual capital and grow it in efforts to gain a competitive edge in the marketplace.  At the same time, research reflects that the greater the extent of job embeddedness, the less likely employees are to have intentions of leaving the organisation; hence, job embeddedness can play an instrumental role in reducing labour turnover (Ampofo, Coetzer, Susomrith & Rermlawan, 2016).   In efforts to attain this, organisations are recognising the need to facilitate organisational trust and effective talent management in efforts to build and nurture job embeddedness, where a paucity of research exists especially in the South African work environment. This study therefore examines the relationship between talent management and job embeddedness as well as the influence of organisational trust on this relationship.  The notion to reduce labour turnover stems primarily from costs associated with the replacement and training and development of employees. The rationale is that if talent management, supported by organisational trust, can massage away turnover intentions then they can be effectively leveraged to enhance job embeddedness thereby dissuading labour turnover, and contributing positively to organisational development and profitability and gaining a competitive advantage.

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