The function of the high-performance human resource manager in the nexus between talent management and organisational performance: a case study of Spain

This study, grounded in the resource-based view (RBV) and the organisational role perspective, examines the role of human resource managers in businesses as a pivotal factor in the connection between talent management (TM) and organisational performance. A total of 112 human resource managers in Spain completed a survey. Structural equation modelling and the Hayes PROCESS macro were utilised to examine the relationship between transformational management and organisational performance, whereby the mediating effect of human resources was considered. The Confirmatory Factor Analysis of the three roles of Human Resources (strategic business partner, agent of change, and employee champion) produced positive results, and a unidimensional model was validated. This position is designated as the High-Performance Role (HPR) of human resource managers and serves to connect talent management with organisational performance. These findings both clarify the role that human resource managers can assume to improve their effectiveness and also serve as a framework for their forthcoming training and development initiatives.