Abstract:
The purpose of the study is to examine the impact of implementing talent management practices on sustainable employee performance with special reference to executive-level employees in selected apparel companies in Wathupitiwala export processing zone – Sri Lanka. There were very few studies conducted on this area theoretically and empirically. Thus, the researcher focused on filling this void by conducting study to add the knowledge in the areas of implementing talent management practices and sustainable employee performance. The purpose of the research was to discover which four independent factors had an influence on sustainable employee performance. However, in the current field, there was substantial influence of learning and development and career management on sustainable employee performance. This study employed a cross-sectional design and quantitative approach. Data were collected via based on questionnaire used by previous researches of validity and reliability and the sample was 132 executive employees. Questionnaire was used for collection of data. Hypotheses were tested using stratified random sample and the finding revealed that there is positive impact of Implementing Talent Management Practices on Sustainable Employee Performance. However, there is not impact of Implementing talent attraction and talent retention practices on Sustainable Employee Performance. As a result, a structural model is created to outline how these relationships between Implementing Talent Management Practices on Sustainable Employee Performance.
