Enhancing Organizational Outcomes through HRD and Talent Management: The Mediating Role of the AMO in Private Higher Education Institutions in China
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Universiti Malaysia Sarawak
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This study examines the influence of Human Resource Development (HRD) and Talent Management (TM) practices on organizational outcomes in private higher learning institutions (PHLIs) in China, with the Ability-Motivation-Opportunity (AMO) model serving as a mediating framework. Although HRD and TM are widely recognized as strategic drivers of organizational effectiveness, empirical evidence integrating these practices through the AMO model within the context of Chinese PHLIs remains limited. This study addresses this gap by developing and empirically testing a comprehensive framework linking HRD, TM, AMO, and organizational outcomes. A quantitative research design was employed, and data were collected through a structured questionnaire administered to academic and administrative staff in selected private higher learning institutions in China. A total of 393 valid responses were analyzed using statistical techniques including reliability analysis, exploratory factor analysis, and mediation analysis. The findings indicate that both HRD and TM practices have a significant positive influence on organizational outcomes, including productivity, performance, and employee retention. Additionally, HRD and TM practices were found to positively affect the dimensions of ability, motivation, and opportunity. The results further demonstrate that the AMO model partially mediates the relationships between HRD and organizational outcomes, as well as between TM and organizational outcomes. These findings confirm the critical role of AMO as a mechanism through which HR practices translate into improved institutional performance. This study contributes to the human resource management and higher education literature by validating the AMO model within the context of private higher learning institutions in China. The findings offer practical insights for institutional leaders and policymakers in designing integrated HRD and TM strategies that enhance employee capability, motivation, and engagement to achieve sustainable organizational success.