Talent Management Influence Emotional Intelligence and Organizational Performance: An Empirical Study of Employees in Private Banking Sectors
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Abstract
This empirical study delves into the complex dynamics of talent management (TM), emotional intelligence (EI), employee engagement (EE), experience level (EL), and organizational performance (OP) in the private banking sector. Through a survey involving 131 employees, it uncovers critical relationships and insights. Firstly, it establishes a significant link between TM practices and the development of EI, emphasizing the role of talent management in nurturing this vital skill. Secondly, it confirms the direct impact of talent management practices on organizational performance, underlining their strategic importance. Thirdly, it unveils the mediating effect of EEin connecting TM practices with emotional intelligence, highlighting the need for a positive work environment. Lastly, it demonstrates that experience levels moderate the relationship between talent management practices and emotional intelligence, emphasizing tailored strategies for employees at different career stages. These findings provide valuable guidance for private banking institutions aiming to optimize talent management approaches, ultimately leading to a more engaged, emotionally intelligent workforce, and improved organizational performance in this competitive sector.