Empowering talent: how talent management, thriving at work, and employee voice shape turnover intentions

Abstract

High employee turnover is a persistent challenge for organizations, especially in sales and marketing roles that face intense pressure and high attrition. In this context, effective talent management, a work environment that enables employees to thrive, and opportunities for employee voice are seen as critical for reducing turnover intentions. This study examines the effects of talent management on thriving at work, employee voice, and turnover intention among sales–marketing employees in Indonesia, and tests whether thriving at work mediates the relationship between talent management and employee voice. Using a positivist, cross-sectional survey design, data were collected from 120 sales and marketing employees across five companies through an online questionnaire, selected via purposive sampling due to the high-risk nature of turnover in this occupational group. Measures were adapted from validated scales and tested for reliability and validity. Data were analysed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results show that talent management positively influences thriving at work and employee voice, while significantly reducing turnover intention. Thriving at work mediates the effect of talent management on employee voice. These findings highlight talent management as a strategic lever for creating empowering work environments, encouraging voice, and mitigating turnover intentions.