The Mediating Role of Talent Management in the Relationship between E-Human Resource Management (E-HRM) Practices and Organizational Sustainability

Abstract

This study investigates the mediating role of Talent Management in the relationship between E-Human Resource Management (E-HRM) practices and Organizational Sustainability within the context of Abu Dhabi University. Grounded in theories including transaction cost theory, corporate social responsibility theory, and self-determination theory. The research examines how E-HR practices namely e-recruitment, e-training, e-compensation management, and e-evaluation of employee performance affect talent management-related outcomes and sustainable organizational performance. Using Partial Least Squares Structural Equation Modeling (PLS-SEM) on data collected from 133 faculty and staff, the study confirms that all E-HRM dimensions significantly influence Talent Management (β range = 0.24–0.36, p < 0.01). Talent Management also exerts a strong direct effect on Organizational Sustainability (β = 0.57, p < 0.001) and significantly mediates the relationship between E-HRM and sustainability (indirect effect β = 0.21, p < 0.01). The structural model explains 51% of the variance in Talent Management and 46% in Organizational Sustainability (R² = 0.51 and 0.46, respectively). These findings underscore the strategic importance of E-HRM systems in fostering talent development and advancing institutional sustainability. Practical implications suggest that higher education institutions should invest in digital HR infrastructure to enhance long-term organizational resilience and performance. © 2025, Qubahan. All rights reserved.

Keywords E-HRM, Organizational sustainability, Talent management