article · Global Journal of Human Resource Management
Employee performance significantly influences broader organisational success, service quality, and customer satisfaction within the Nigerian banking sector. Research conducted across thirteen commercial banks listed on the Nigerian Stock Exchange examined how core talent management practices impact workforce outcomes. Using proportionate random sampling and path modelling, the investigation evaluated recruitment and selection, training and development, and performance management. Statistical findings confirmed that all three talent management activities hold a significant relationship with employee performance. Furthermore, job satisfaction acts as a mediator connecting these talent practices to overall performance outcomes. The evidence highlights that structured human capital programmes directly affect staff productivity. Organisations are encouraged to adopt transparent recruitment methods that reduce favouritism, while investing continuously in staff training and structured performance systems to sustain operational effectiveness over the long term.
Banks depend on high-performing staff to maintain customer satisfaction and organisational stability. By demonstrating how specific human resource practices directly improve productivity through higher job satisfaction, this research offers guidance for workplace leaders. It shows that fair hiring, continuous training, and robust appraisal systems are critical tools for enhancing staff morale and overall institutional performance.
The findings provide applied insights for human resource managers, recruitment consultants, and corporate leaders in commercial banking seeking to refine talent retention and hiring frameworks. Because the study relies on empirical survey data rather than proprietary software or tools, the apparent distance from operational use is immediate for policy and human resource strategy design, though the abstract does not indicate a commercialised product or technology pathway.
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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.
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DOI: 10.37745/gjhrm.2013/vol12n45782
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