Exploring the Moderating Effect of Employee Engagement on the Relationship Between Talent Management Practices and Employee Performance in the UAE

Abstract

Employee performance is essential to public sector effectiveness, yet limited research has examined how employee engagement shapes the relationship between talent management practices and performance in the United Arab Emirates (UAE). This study investigates the moderating role of employee engagement in the relationships between talent acquisition, talent retention, talent development, and employee performance within the UAE Federal Authority for Identity, Citizenship, Customs and Port Security (ICP). The study employed a quantitative research design based on 318 valid responses from ICP employees. Data were analysed using SPSS and Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings indicate that talent retention (β = 0.674) and talent development (β = 0.317) positively influence employee performance, whereas talent acquisition (β = −0.103) and employee engagement (β = −0.098) have significant negative direct effects. Employee engagement strengthens the effects of talent acquisition (β = 0.060) and talent retention (β = 0.283) on employee performance but weakens the effect of talent development (β = −0.194). These findings demonstrate that the effectiveness of talent management practices is contingent on employee engagement and that different talent management practices may produce varying performance outcomes. The study contributes to public sector talent management literature and provides practical insights for aligning talent management and employee engagement strategies to enhance workforce performance in the UAE.