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A Pathway from Talent Attraction to Creative Self-Efficacy: Career Satisfaction as a Mediating Mechanism

Introduction

A pathway from talent attraction to creative self-efficacy: career satisfaction as a mediating mechanism. Explore how talent attraction influences creative self-efficacy in private bank FLMs, with career satisfaction as a mediator. Quantitative study in Pakistan reveals key HR implications.

Abstract

The extant study sought the prevalence of Talent Attraction (TA), and its impact on Creative Self-Efficacy (CSE) together with Career Satisfaction (CS). The approach used is inclusive – the assumption that all FLMs are the talented in private banks in Sindh, Pakistan. The hypothetical causal relationships are supported with the Resource Based View Theory. The methodology contains a positivism philosophy, hypothetical deductive approach. It is therefore, quantitative with a survey based design and cross-sectional form in time horizon. For the collection of data five point Likert Scale was adapted from previous studies. The population in the study is frontline managers (FLMs) working in top ten private banks of Sindhi, Pakistan. While, the sampling technique includes probability sampling with random selection method for the research. The sample size is specified at 375 responders out of an absolute population of 5367 FLMs. The data analysis and interpretation involved SPSS and SmartPLS. Firstly, the measurement model was assessed for internal consistency, reliability, Cronbach's alpha, composite reliability, convergent validity, discriminant validity. Secondly, structural model was evaluated for collinearity diagnosis, path coefficient, explanatory power, predictive power, and the model fit. This led to the final results and discussions of the extant study. The study's findings show positive hypothesized relationship of talent attraction practices with career satisfaction of front-line managers (FLMs) in private banks. The career satisfaction also positively predicted the creative self-efficacy of front-line managers (FLMs) in private banks. Similarly, career satisfaction positively mediated the relationship between talent attraction creative self-efficacy. According to results one hypothesis, about the positive prediction of talent attraction on creative self-efficacy, was rejected. Therefore, private banks must develop their effective talent attraction strategy for Frontline Managers (FLMs) to exhibit career satisfaction. These efforts must then translate long-term career satisfaction to facilitate strong creative self-efficacy. HR practices need to develop a talent based work culture which necessarily improves career satisfaction, and allows FLMs’ drive and innovative potential to thrive.

Review

This study meticulously explores the intricate pathway from Talent Attraction (TA) to Creative Self-Efficacy (CSE), with Career Satisfaction (CS) positioned as a critical mediating mechanism. Focusing on Frontline Managers (FLMs) in private banks in Sindh, Pakistan, and grounded in the Resource-Based View Theory, the research posits hypothetical causal relationships. Utilizing a quantitative, survey-based, and cross-sectional design, the study successfully gathered data from a substantial sample of 375 FLMs. The core objective was to ascertain the prevalence and impact of TA on both CS and CSE, ultimately revealing that while TA does not directly predict CSE, its positive influence on CS is vital, with CS subsequently mediating the link to CSE. The methodological rigor of the study is a significant strength, exhibiting a positivist philosophy and hypothetical-deductive approach. The detailed description of the data analysis, employing both SPSS and SmartPLS, highlights a comprehensive assessment of the measurement model (internal consistency, reliability, various validities) and the structural model (collinearity, path coefficients, explanatory and predictive power, model fit). This robust analytical framework lends credibility to the reported findings. Furthermore, the explicit identification of a rejected direct hypothesis (TA on CSE) alongside the confirmed mediation effect underscores a nuanced understanding of the relationships, emphasizing the indispensable role of career satisfaction in fostering creative self-efficacy among FLMs in this specific banking context. Despite its strengths, certain aspects warrant consideration. The cross-sectional design, while efficient, inherently limits definitive causal inferences, even with hypothetical causal relationships being tested. Future longitudinal research could provide stronger evidence for the proposed pathway. Additionally, the study's foundational assumption that "all FLMs are the talented" in private banks, while inclusive, might oversimplify the concept of talent attraction and its measurement within the context of the study's specific instruments. While practical implications are clearly articulated—stressing the need for effective talent attraction strategies and talent-based work cultures to enhance career satisfaction and, consequently, creative self-efficacy—further research could explore the specific facets of TA that are most impactful, and how this assumption influences the generalizability of the findings to broader populations of managers.

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