Talent Management and Employee Retention in Public Administration: Addressing Workforce Challenges in the Public Sector

Abstract

Talent management and employee retention have become increasingly important concerns in public administration as government institutions face persistent workforce challenges, including skilled employee turnover, limited career advancement opportunities, organizational inefficiencies, inadequate professional development, and declining employee motivation. This study investigated the influence of talent management practices on employee retention in public-sector organizations, emphasizing recruitment effectiveness, career development, performance management, leadership support, compensation satisfaction, and organizational commitment. A quantitative research design was employed using a dataset comprising 1,200 employees from 15 public-sector institutions, representing administrative, managerial, technical, and professional occupational categories. Primary data were collected through structured questionnaires and supplemented with institutional human resource records to examine organizational practices and employee retention intentions. Descriptive statistics, reliability testing, Pearson correlation analysis, multiple linear regression, and structural equation modelling were applied to evaluate relationships among talent management dimensions and employee retention outcomes. The findings revealed a strong positive relationship between talent management practices and employee retention, with an overall correlation coefficient of 0.74. Career development emerged as the most influential predictor of employee retention (β = 0.36), followed by leadership support (β = 0.29), performance management effectiveness (β = 0.25), and compensation satisfaction (β = 0.21). The regression model explained 68.4% of the variance in employee retention intentions, demonstrating substantial explanatory strength. Furthermore, employees benefiting from structured professional development programs exhibited 24.6% higher retention intention scores than employees experiencing limited career progression opportunities. Structural equation modelling indicated that organizational commitment partially mediated the relationship between talent management practices and employee retention, emphasizing the importance of institutional support, professional recognition, and employee engagement. The findings further demonstrated that transparent promotion policies, continuous skills development, supportive leadership, and equitable performance evaluation contributed positively to workforce stability and organizational effectiveness. This study provides empirical evidence supporting the integration of comprehensive talent management strategies into public-sector human resource policies. The research contributes to public administration literature by identifying critical determinants of employee retention and presenting practical recommendations for strengthening workforce sustainability, improving institutional performance, reducing employee turnover intentions, and enhancing public service delivery through effective and strategically aligned human resource management practices.

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