THE IMPACT OF DIGITAL HUMAN RESOURCE MANAGEMENT ON TALENT RETENTION IN A CHANGING WORKPLACE: THE MEDIATING ROLE OF ENTREPRENEURSHIP DEVELOPMENT

Abstract

This research paper intends to discuss the implication of Digital Human Resource Management on talent retention within a changing workplace with particular focus on the mediation influence of entrepreneurship development among employees working in Jordanian organizations. The accelerated digitalization and technological changes have altered organizational designs, workforce policies, and human resource practices and brought about the paradigm shift in attracting, developing, and retaining of talent in firms. The study is quantitative in nature and uses the structured questionnaire to be administered to HR professionals and employees who work in various business fields in Jordan. The data obtained were analyzed with the help of Partial Least Squares Structural Equation Modeling (PLS-SEM) in order to evaluate the correlation between DHRM and talent retention and the roles of the entrepreneurship development as the mediator. The three DHRM dimensions, including digital recruitment, e-training and development, and HR analytics, were measured regarding their role in the growth of the entrepreneurship and employee engagement in the long-term. The results show that DHRM has a strong positive impact on talent retention, and development of entrepreneurship mediates this relationship to some extent. The findings also indicate that the use of digital HR systems does not only lead to job satisfaction and engagement but also builds young entrepreneurial skills, which facilitate employees to adjust to the change in an organization and promote innovation and overall success. The given study contributes to the theoretical and practical understanding in the sense that the introduction of DHRM leads to the formation of a digital culture that facilitates sustainability of talent and entrepreneurial orientation in enterprises. The results have strategic implications to the HR managers and policymakers who want to use the concept of digital transformation as a means of developing talents, innovation, and long-term organizational competitiveness in the digital age.