High-Performance Talent Management Practices and Organizational Agility: The Mediating Role of Human Capital Development with Learning Orientation as a Moderator

Abstract

This study examined the relationship between high-performance talent management practices and organizational agility, with human capital development serving as a mediator and learning orientation acting as a moderator. A quantitative research design was employed, and data were collected from 312 employees across multiple organizations. Structural equation modeling was used to test the proposed hypotheses. The results indicated that high-performance talent management practices had a significant positive effect on organizational agility (β = 0.45, p < 0.001). Human capital development also significantly influenced agility (β = 0.38, p < 0.001) and partially mediated the relationship between talent management and agility (indirect effect = 0.19, p < 0.01). Furthermore, learning orientation significantly moderated the relationship between talent management practices and human capital development (β = 0.21, p < 0.01), strengthening the positive association under high learning conditions. The model explained 62% of the variance in organizational agility (R² = 0.62), indicating substantial explanatory power. The findings suggested that organizations seeking to enhance agility should prioritize integrated talent management systems supported by continuous human capital development and strong learning cultures. The study contributed to strategic human resource management literature by providing an integrated moderated mediation framework linking HR practices to dynamic organizational capabilities.