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

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.