Effect of Talent Management Practices on Employee Performance in Selected Commercial Banks in Nigeria

Employee performance, which has become a source of concern for many Nigerian companies, especially in the banking industry influences organizational performance, work quality, and customer satisfaction, since organizational success heavily depends on employee performance. To this end, talent management and job satisfaction have become so pivotal that both success and failure of any organization are attributed to the quality and productivity of the human capital it possesses. Therefore, this study will examine the mediating role of job satisfaction in the relationship between these three talent management practices (recruitment and selection, training and development, and performance management) and commercial banks’ employees’ performance in Nigeria. The study employed the proportionate random sampling method. The study identified thirteen (13) commercial banks in Nigeria that are listed on the Nigerian Stock exchange. PLS-SEM path modelling was employed to analyze the data. Six hypotheses were developed in alternate form and result supported the hypotheses. Statistical evidence shows that there is a significant relationship between recruitment and selection and employee performance. it also shows that there is a significant relationship between, training and development, performance management, and employee performance. Finally, the study found that job satisfaction mediates the relationship between talent management practices and job satisfaction. The study therefore recommends that bank managers should adopt and recommend green recruitment and selection process for their banks’ employee as this will reveal new ways of recruitment and selection pattern that devour of influence and favouritism given to friends and relatives. It also recommends that managers give due consideration to the performance management, training and development, and job satisfaction of employee as this may still generate a positive impact on the organization performance on the long round.