Human talent management as a work performance determinant in public health finance officials

Resumen

Foundation: Strategic human talent management could be a key factor in strengthening organizational efficiency and the public management quality.

Objective: To analyze the influence of human talent management on the financial staff job performance in public health institutions.

Methods: A non-experimental, quantitative/observational study with a cross-sectional design and a correlational approach, using a probability sample of 200 employees in the financial sector. The Individual Work Performance Questionnaire and the Human Resource Management Practices Scale were used to measure the variables under analysis.

Results: Human talent management showed a moderate level (Md=3.55; IQR=0.61; 54.0% of participants), whereas work performance reached a high level (Md=3.82; IQR =0.55; 66.0% of participants). The highest-rated dimension was job security and employment stability (Md=3.90; 64.0% high level). Task performance achieved the highest median score (Md = 3.90; 63.0%), while counterproductive work behaviour remained low (Md=2.10; 71.0% low level). A strong positive correlation was identified between human talent management and work performance (ρ=0.648; 95% CI: 0.56–0.72; p <0.001). A significant association was also observed between the levels of both variables (χ² =58.47; p <0.001; Cramér’s V=0.382), with 94.6% of participants reporting high human talent management also demonstrating high work performance.

Conclusions: Human talent management has a positive and significant influence on job performance. Strengthening practices related to training, participation, communication, and professional development serves as a key strategy for optimizing administrative efficiency and financial management within the healthcare sector.