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The purpose of this paper is to propose an appropriate conceptual model for examining talent’s intention to quit, job satisfaction, job performance and organisational performance.

The proposed model is developed on the basis of the theoretical and logical arguments of constructs picked out from the prior literature. Its framework is that of Bagozzi (1992), where factors such as job satisfaction, affective organisational commitment and turnover intention are seen as major concerns in the literature on talent management.

The paper makes 16 propositions concerning significant relationships of these constructs with job satisfaction, job performance, organisational performance and turnover intention.

It concludes with an acknowledgement of the limitations, suggestions for future research and theoretical contributions.

Its framework is that of Bagozzi (1992), where factors such as job satisfaction, affective organisational commitment and turnover intention are seen as major concerns in the literature on talent management.

The purpose of this paper is to develop and present a research model on various emotional intelligence (EI) constructs which have been found to influence job performance in the prior literature.

In addition to leadership and EI, the constructs are clustered under different categories: self-awareness includes self-confidence, emotional self-awareness and accurate self-assessment; self-management includes self-control, adaptability, conscientiousness, trustworthiness and optimism; social awareness includes empathy, organizational awareness and service orientation; and social skills groups’ communication, change catalyst, developing others and self-monitoring.

The paper proposes 17 hypotheses concerning significant relationships between these constructs and job performance.

The paper proposes a new approach toward studying the impact of various constructs of EI on job performance in Saudi banking sector.

The purpose of this paper is to identify and develop a hierarchy of corporate social responsibility (CSR) dimensions and their interrelationships using interpretive structural modelling (ISM) methodology.

This research used ISM for framework development. ISM is, however, a sound method for developing insight into the collective understanding of the relationships between dimensions of corporate social responsibility (CSR) identified from the literature review. The steps involved in the ISM technique are structural self-interaction matrix, reachability matrix, level partitions, developing the canonical matrix, classification of dimensions for CSR and formation of ISM.

The findings indicate that company size is the only key driver for the other dimensions of CSR and is hence placed at the very bottom of the ISM model. Above this, at Level II, the key dimensions are corporate governance, diversity and corporate profile. These act as mediating dimensions between company size and the topmost level (i.e. Level III), which comprises 15 dimensions including CSR.

Some limitations of this research indicate the need for further research. First, the proposed ISM model has only been conceptualised and has not been empirically tested using primary data. Future research is needed to validate the model in whole or part, to understand the perceived CSR of a company. Second, the methodology was limited to the use of ISM to model the CSR dimensions; it was not extended to fuzzy MICMAC analysis or to interpretive ranking.

The proposed ISM-based model for the identification and ranking of CSR dimensions and their interrelationships offers decision makers and practitioners a more convincing representation of the problems affecting the exploration of CSR dimensions. The utility of the proposed ISM method lies in imposing order and direction on the complexity of relationships among these dimensions, which will help top management and decision makers to better use their available resources in optimising their CSR practices. The framework allows policymakers to effectively incorporate these dimensions into their practising of CSR.

This is the first research on CSR to conceptualise a framework of causal interactions among its key dimensions using ISM methodology.

The purpose of this paper is to understand the direct impact of some of the salient factors from the talent management (TM) literature (role conflict, extrinsic rewards, and job satisfaction) and the indirect impact of other factors (organisational commitment, talent retention, and talent engagement) on talent turnover intention.

A survey questionnaire collected 521 valid responses from employees holding managerial and non-managerial positions at various levels in 54 five-star hotels in 6 cities in Saudi Arabia.

Significant support was found for all nine hypotheses formulated to test the relationships among the seven constructs above. The model was found to explain 68 per cent of variance in talent turnover intention.

The study contributes to human resource management literature in general and TM in particular by examining the different constructs used in the TM models and by conceptualising a research model, which was empirically validated within the service sector in the context of Saudi Arabia.

The research has several implications for practitioners in the tourism/service sector in the Middle East, pertaining to the management of talented employees. Specifically, it recommends that managers should promote training and development scenarios and provide a better work environment to strengthen individuals’ commitment to their jobs.

This is one of the first studies to examine a comprehensive model of TM in the Arab world in general and in Saudi Arabia in particular, using data gathered from employees in the tourism sector.

This study examines the mediating effect of an effective knowledge management (KM) in the relationship between talent management (TM) and organizational performance. This study was operationalized among the small and medium enterprises (SMEs).

A cross-sectional survey design was used to collect data from a sample of 260 SMEs business. The data collected was analyzed using correlations and hierarchical regression to test the mediating effect of KM on the relationship between TM and firm performance.

The findings show that KM mediates the relationship between TM and firm performance. They also suggest that TM contribute to enhancing performance through improvements in KM.

The sample used in the research is not representative of all the SMEs operating in Uganda. This limitation presents the challenge of generalising and we therefore suggest caution when interpreting the results. We note the challenge of a skewed sample. For instance, most of the respondents to our study were confined to tailoring and design and metal and fabrication sectors. The skewed sample is a notable limitation of the research. The study was limited to Uganda only hence it did not capture information relating to other geographical settings, which may limit the effectiveness of the findings therein.

Based on the findings of the study, the managers of the SME can use the study results to develop strategies and interventions that can enable their firms to improve on their performance even in the harsh economic environment through adopting positive practices such as KM.

This paper contributes by filling a gap in HR management and SMEs literature, in which empirical studies on the relationship between TM and firm performance have been limited until now. This may create better research opportunities for cross-disciplinary papers that should be done by human resource, small business management and KM scholars.