Muhammad Husain, Agus Frianto, Bima Yatna Anugerah Ramadhani
This study aims to examine how Talent Management Practices (TMP) and Perceived Organizational Support (POS) relate to Employee Performance (EP) and Organizational Performance (OP). In recent years, Indonesia's rapidly growing digital economy has intensified competition in the telecommunications sector and placed a strategic emphasis on highly skilled employees. This study employed a quantitative research design with a cross-sectional approach. A total of 300 questionnaires were distributed through internal communication channels, professional networks, and employee communities across four major mobile operators, resulting in 272 valid responses, reflecting a response rate of 90.7%. Analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM), the study tested both direct and mediation effects. The findings indicate that TMP has a positive and significant impact on EP and OP, and that POS also significantly improves both outcomes. However, TMP does not significantly affect POS, and POS does not mediate the relationship between TMP and performance. These results suggest that implementing data-driven talent mapping, expanding digital skills development programs such as cloud, AI, and data analytics, and establishing clear career paths for technical and strategic positions impact employee and organizational performance. However, formal talent systems alone are insufficient to build employee support, which is likely shaped by broader equity, work climate, and supervisory practices. While POS cannot mediate, flexible work policies such as hybrid work for certain positions, providing psychological counseling, expanding health benefits, and organizing wellness programs such as health weeks, group sports activities, and mental health days can impact employee and organizational performance. Overall, this study extends the Resource-Based View and Organizational Support Theory by showing that, in a prestigious and highly competitive industry, TMP can drive performance without necessarily strengthening POS, thereby highlighting a contextual boundary condition in the TMP– POS–performance nexus for SDG 8 in the Indonesian telecommunications industry. © 2026, Malque Publishing. All rights reserved.
Faculty of Economics and Business, Universitas Negeri Surabaya, Surabaya, Indonesia
