In a diverse and modern organization with high extent of competitiveness within the market, maintaining high performance is of necessity. Talent management practices, when implied and used properly can significantly contribute to an organizations’ degree of overall performance as it has been noted throughout the literature. Employees and individuals seeking professional careers are required to cope with fast-changing environments of their workplaces. The need to constantly improve oneself is a dire one. Current research paper analyzes mediation effect of organizational commitment on the relationship between proactive personality and talent management practices from employee perspective of university academic and administrative staff. Mediation regression analysis (PROCESS) has been used to analyze the gathered data from universities located in North Cyprus, and the accumulated results show a full mediation effect from organizational commitment on the aforementioned relationship. The study contributes to the literature through expansion of proposed model in context of talent management and proactive personality as well as analytical method alongside context of academia. Furthermore, this study provides tangible implications, which can be beneficial for university decision-makers.

Based on arguments of the social exchange theory (SET) and person-organization fit (P-O Fit), the environment can affect personality expression through behaviors and human perception of the environment. This research develops and tests two key assumptions: (1) individuals with proactive personality (PP) show proactive behavior (PB), particularly problem prevention behavior (PrP), through person-organization value congruence (POV), and person-supervisor value congruence (PSV); (2) the strength of the process of demonstrating problem prevention behavior depends on the perceived organizational support (POS) of the staff. Survey results from 715 employees and supervisors at hospitals in Vietnam show that (1) POV and PSV have an intermediary role between PP and PrP, (2) Intermediate effects of POV and PSV in the relationship between PP and PrP are moderated by POS. Specifically, the intermediate effect of POV, PSV is stronger for employees with high POS and lower for employees with lower POS. These findings provide a new perspective on understanding mechanisms to enhance employee’s PrP. As a result, the theoretical, practical implications and limitations of the study are also discussed.

This study extends the existing research on the relationship between individual factors and salesperson performance by developing a moderated mediation model. The research model posits work engagement as a mediating variable between individual factors (CSE and proactive personality) and job performance. This mediation process is moderated by perceived organization support. A self-administrated questionnaire is distributed to 215 salespersons from micro-finance institutions, located in Central Java, Indonesia. The results demonstrate that both CSE and proactive personality associated with work engagement. In addition, work engagement was significantly related to job performance. This study also reveals that CSE had a direct effect on job performance. Conversely, a proactive personality, is not related to job performance. In the case of the mediation effect test, work engagement has a significant partial mediation effect on the link between SCE and job performance. On the other hand, the relationship between proactive personality and job performance has fully mediated by work engagement. The moderating effect of perceived organizational support has strengthened the link between work engagement and job performance. In sum, the theoretical and managerial practice consequences are also discussed based on the result study.

The aim of this research is to investigate the impact of empowering leadership on organizations outcomes with the mediating role of work engagement, personal group fit and personal job fit. In addition, the study chooses the employee proactive personality as a moderator between empowering leadership and organization outcomes. The study selects a sample of 280 employee of Business park co, a company located in Jordan. To collect the necessary data, a questionnaire was published. Furthermore, this study found an important relationship between employment leadership and organization outcomes. Also, empowering leadership is emphatically affecting the empowering leadership through work engagement with aberrant impact of person job fit and person-group fit. Just as the control examination inspected, the proactive personality expanded empowering leadership direct impact on person-job fit and person-group fit and circuitous impact on work engagement.

The aim of this research is to investigate the impact of empowering leadership on organizations outcomes with the mediating role of work engagement, personal group fit and personal job fit. In addition, the study chooses the employee proactive personality as a moderator between empowering leadership and organization outcomes. The study selects a sample of 280 employee of Business park co, a company located in Jordan. To collect the necessary data, the questionnaire was published. The results provide an important relationship between employment leadership and organization outcomes. Also, empowering leadership is emphatically affecting the empowering leadership through work engagement with aberrant impact of person job fit and person-group fit. The results also indicate proactive personality expanded empowering leadership direct impact on person-job fit and person-group fit and circuitous impact on work engagement.