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Talent management research today is increasing as organizational requirements attempt to meet the challenges of effectively managing talent to achieve organizations’ strategic agendas. However, in learning organizations specifically, investigations of talent management practices are limited, with this study exploring the role of talent management practices in employee satisfaction and organizational performance in Pakistan.

The study was conducted in various universities (public and private) in Pakistan using a quantitative approach. Cross-sectional data are collected through a questionnaire, with analysis and conclusions based on completed questionnaires from 403 respondents.

The study’s findings from the analysis by structural equation modeling (SEM) emphasize the positive and significant effects of most talent management practices (i.e. talent identification, talent development, talent culture and talent retention) on employee satisfaction and organizational performance (talent attraction is the exception). Employee satisfaction positively and significantly affects organizational performance and is found to have a mediating effect, bridging the relationships of most talent management practices (talent identification, talent development, talent culture and talent retention) with organizational performance.

The study’s findings support human resource professionals, academics and policymakers in managing talent practices to enhance organizational performance. The findings assist in developing core skills and talent-related competencies to achieve organizational goals and success.

The study fills the research gaps by developing a framework of talent management practices for employee satisfaction and organizational performance in learning organizations, which warrants further consideration.

This paper aims to investigate the relationship between employer branding (EB) and talent retention. The paper also analyses the mediating role of employee engagement in the association between EB and talent retention.

Partial least square structural equation modelling has been applied to carry out the analysis. The findings are based on the perceptions of IT professionals (n = 397) to assess the interrelationship between EB, employee engagement and talent retention.

The paper gives empirical insights on how employee engagement helps promote employer value offerings to the employee, which helps in the successful retention of employees. The results indicate that employee engagement partially mediates the association between EB and talent retention.

This study provides a clear direction to a diversity of practitioners working in IT firms. Building and maintaining sympathetic and emotional connections with co-workers, team leaders and higher managerial employees can help increase employee engagement. The findings can help business planners and managers focus their efforts on employer brand elements for successfully involving their workforce.

Authors believe this study is one of its kind to test the association between EB and talent retention mediated by the engagement level of employees. The present research study will help future academia delve into how EB can significantly impact the engagement and retention of existing employees.

This study aims to examine authentic leadership behavior (ALB) and empowering leadership behavior (ELB) as predictors of innovative work behavior (IWB) while assessing the mediating role of work-family enrichment (WFE).

Through the explanatory research design, data was retrieved from 303 respondents from 16 small-sized hotels in Ghana and analyzed quantitatively using descriptive and inferential statistics (hierarchical component analysis within PLS-SEM).

The study’s findings revealed that both ALB and ELB positively and significantly relate to IWB. Additionally, our study found that WFE partially mediated the nexus between ALB and IWB as well as ELB and IWB.

The findings of our study imply that in the pursuit of excellence, ALB and ELB in the hospitality industry are crucial, as they not only nurture employee potential but also help employees to thrive both at home and at the workplace.

The hospitality literature lacks a comprehensive understanding of the underlying mechanism by which ALB and ELB influence IWB. To the best of the authors' knowledge, our study is the first empirical study conducted on ALB, ELB, WFE, and IWB in the hospitality industry.

This paper aims to present a literature review on the emerging field of employee moonlighting, which refers to holding more than one job at a time. It also attempts to integrate the literature on employee moonlighting and present the related research themes.

This is a systematic literature review (SLR) using the basic guidelines of SLR. A search string is designed, and the prominent database is searched. The results are screened based on self-designed inclusion and exclusion criteria. The qualitative analysis of selected 89 research studies uses inductive thematic analysis and proposes a framework.

The outcome of the present study consists of a conceptual framework, themes and sub-themes related to employee moonlighting, propositions, and the pictorial representation of the overall outcome. The four key themes that emerged are determinants and traits of moonlighting intentions, the impact of moonlighting on employer and employee, policy, and economic implications, respectively.

The study provides insight into the factors that lead to moonlighting intentions and activity. The managers can understand and analyze these factors and can formulate policies to streamline the moonlighting activity with the organizational goals and for the company’s benefit. Academic scholars can adopt some research ideas from the themes and gaps suggested and can work on them in the near future.