The Mediating Effect of Employee Engagement on the Relationship Between Talent Management Practices and the Performance of MDAs in Uganda

Abstract

The study aimed to investigate the role of Employee Engagement as a mediator variable between Talent Management Practices and the performance of Ministries, Departments, and Agencies in Uganda. The study used a quantitative study approach based on the Person-Job Fit Theory by Edwards (1991) and the Social Exchange Theory by Homans (1958). The study used a sample of 103 Ministries, Departments, and Agencies out of which 93 responses were obtained, representing 90 percent of the total population. The study used a cross-sectional study approach and ordinary least squares regression analysis based on the Baron and Kenny (1986) approach for mediation effects. The study established that Talent Management Practices have a positive and significant direct effect on MDA performance (β = .545, p < .001) and also have a significant effect on Employee Engagement (β = .440, p < .001). Furthermore, the study established that Employee Engagement has a strong predictive effect on MDA performance (β = .595, p < .001). However, when both variables are used, the study established that Talent Management Practice's direct effect on MDA performance was reduced to β = .352 (p < .001), whereas Employee Engagement was still significant (β = .440, p < .001). The indirect effect via Employee Engagement explained about 48 percent of the total effect, while the model explained 45.4 percent of the variation in MDA performance, R² = .454, N = 95. The results indicate that Talent Management Practices have a positive impact on MDA performance, both directly and indirectly via Employee Engagement, which is a critical mediator linking Talent Management Practices to MDA performance. The study recommends that MDAs in Uganda adopt a holistic and merit-based approach to talent management, employee engagement should be a strategic imperative, transformational leadership at the supervisory level should be enhanced, and supportive organizational environments should be developed to allow the returns from talent management to lead to consistent improvements in service delivery, accountability, and overall institutional effectiveness in Uganda’s public sector.