Talent Management and Organizational Success: Evidence from the Banking Industry in Ghana

Abstract

This study examined the impact of talent management practices—specifically talent attraction, talent development, and talent retention—on organizational success at Fidelity Bank Ghana Limited. Drawing on Human Capital Theory (HCT) and the Resource-Based View (RBV), the study proposed that strategically managed human resources represent a crucial source of sustained competitive advantage and improved organizational performance. A quantitative cross-sectional design was employed, and data were collected from 130 employees across 36 branches in the Accra operational region using structured questionnaires. Data were analyzed with Partial Least Squares Structural Equation Modeling (PLS-SEM) to evaluate the hypothesized relationships among variables. Results indicated that the proposed model explained 36.7% (R2 = 0.367) of the variance in organizational success, reflecting moderate predictive strength. Of the three dimensions, talent retention (B = 0.324, p = 0.009) had the strongest and most significant positive effect on organizational success, followed by talent development (B = 0.255, p = 0.064), which showed a positive but marginally non-significant effect. Talent attraction (B = 0.125, p = 0.355) exhibited a weak and statistically insignificant effect, suggesting that recruitment alone does not directly enhance performance without complementary development and retention strategies. These findings emphasize that while attraction initiates the talent process, the long-term success of financial institutions primarily depends on their capacity to develop and retain skilled employees.