Talent Management, Perceived Organizational Support, and Sustainable Productivity through Innovative Behavior at Indonesia's Audit Board
DOI:
https://doi.org/10.70550/joseb.v3i3.693Keywords:
Talent Management, Perceived Organizational Support, Innovative Behavior, Sustainable Work Productivity, Public SectorAbstract
Objectives: This study examines the direct and innovation-mediated relationships of talent management and perceived organizational support with sustainable work productivity among employees of the Audit Board of the Republic of Indonesia (BPK).
Methodology: A quantitative explanatory survey analyzed 160 responses from a population of 267 employees. Partial least squares structural equation modeling in SmartPLS 4 assessed 35 indicators, measurement quality, explanatory power, and bootstrapped direct and indirect effects.
Finding: Talent management positively predicted innovative behavior, but its direct effect on sustainable work productivity was negative and significant, contrary to H3. Perceived organizational support positively predicted both innovative behavior and sustainable work productivity. Innovative behavior positively predicted sustainable work productivity and significantly mediated the effects of both talent management and perceived organizational support on that outcome. The model accounted for a substantial share of the variance in innovative behavior and a moderate share of the variance in sustainable work productivity.
Conclusion: Talent systems yield sustainable productivity benefits when employee capability becomes implemented improvement. BPK should connect development to accountable innovation projects while strengthening fairness, supervisory support, recognition, and access to resources.
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