Performance Management, Total Rewards, and Career Development: The Role of Employee Performance in Talent Poaching Susceptibility

This study examines the effects of Performance Management, Total Rewards, and Career Development on Employee Performance and Talent Poaching Susceptibility, with Employee Performance serving as a mediating variable. The study employed a quantitative approach using survey data collected from employees of oil and gas contractor companies in Indonesia. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM), complemented by Importance-Performance Map Analysis (IPMA). The results reveal that Performance Management does not significantly affect Employee Performance, whereas Total Rewards and Career Development have significant positive effects. Among the three human resource management practices, Career Development has the strongest effect on employee performance. Furthermore, Employee Performance has a strong positive effect on Talent Poaching Susceptibility. The mediation analysis indicates that Employee Performance mediates the effects of Total Rewards and Career Development on Talent Poaching Susceptibility, but does not mediate the relationship between Performance Management and Talent Poaching Susceptibility. IPMA further identifies Career Development and Employee Performance as managerial priorities. These findings highlight the need to integrate employee performance enhancement with talent retention strategies.