Strategic talent management systems and employee behaviors: the mediating effect of calling

Developing and retaining talent is crucial in helping organizations compete effectively. However, how employers understand talent and thus invest appropriate resources to motivate and develop talented employees still requires considerable attention. This study argues that, differing from a generic HR system, the implementation of a more narrowly focused strategic talent management system (STMS) for investment in a talented group can craft the employees’ job interpretation in terms of employee calling. This can, in turn, further develop positive employee behaviors, including those of entrepreneurship and voice. In addition, a mediation effect of employee calling is examined in this study. Data were collected from 234 individuals in 45 firms across Taiwan. This study provides theoretical and empirical support for the effects of STMS. It also provides empirical evidence that employee calling is a key mediator for developing employees’ work behaviors. The practical implications identified are also an important reference for organizations. Key points A more narrowly‐focused strategic talent management system (STMS) is crucial to organizational success. A strategic talent management system could satisfy the talent's needs and is associated with their entrepreneurial and voice behaviors. Employees’ calling is a key mediator for developing employees’ work behaviors.