Digital Competence, Talent Management, and Engagement Drive Banking Employee Performance
DOI:
https://doi.org/10.31004/riggs.v5i2.11386Keywords:
Talent Management, Employee Engagement, Digital Competence, Employee Performance, Regional BankingAbstract
This study examines the effects of talent management, employee engagement, and digital competence on employee performance at Bank BPD Sultra, a regional development bank in Indonesia. A quantitative cross-sectional design was employed, involving 170 employees selected through purposive sampling. Data were collected using a structured questionnaire and analysed with partial least squares structural equation modelling using SmartPLS 4. The results indicate that talent management, employee engagement, and digital competence each have a positive and significant effect on employee performance. Digital competence produced the strongest effect (β = 0.468, p < 0.001), followed by employee engagement (β = 0.282, p < 0.001) and talent management (β = 0.200, p = 0.005). Together, the three predictors explained 73.7% of the variance in employee performance. These findings show that employee performance in regional banking is increasingly shaped by the ability to use digital systems, manage digital information, communicate through digital platforms, maintain data-security awareness, and solve technology-related work problems. The study contributes to human resource management and digital banking literature by conceptualising employee performance as digitally enabled service performance. Practically, Bank BPD Sultra and similar regional banks should integrate talent development, engagement-enhancing practices, and continuous digital competence training into their human resource strategies. Such integration is essential for improving secure, reliable, adaptive, and customer-oriented banking services in the context of accelerating digital transformation.
Downloads
References
[1] F. J. Forcadell, E. Aracil, and F. Úbeda, “Using reputation for corporate sustainability to tackle banks’ digitalization challenges,” Business Strategy and the Environment, vol. 29, no. 6, pp. 2181–2193, 2020. https://doi.org/10.1002/bse.2494
[2] S. He, “The impact of digital transformation on commercial banks’ performance,” SAGE Open, vol. 15, no. 3, 2025. https://doi.org/10.1177/21582440251378869
[3] S. Kraus, S. Durst, J. J. Ferreira, P. Veiga, N. Kailer, and A. Weinmann, “Digital transformation in business and management research: An overview of the current status quo,” International Journal of Information Management, vol. 63, 102466, 2022. https://doi.org/10.1016/j.ijinfomgt.2021.102466
[4] J. A. Porfírio, T. Carrilho, J. A. Felício, and J. Jardim, “Factors affecting digital transformation in banking,” Journal of Business Research, vol. 171, 114393, 2024. https://doi.org/10.1016/j.jbusres.2023.114393
[5] P. C. Verhoef et al., “Digital transformation: A multidisciplinary reflection and research agenda,” Journal of Business Research, vol. 122, pp. 889–901, 2021. https://doi.org/10.1016/j.jbusres.2019.09.022
[6] H. Zhu, S. Jin, and Y. Zhang, “Implementing artificial intelligence-empowered financial advisory services: A customer trust perspective,” Journal of Business Research, vol. 171, 114494, 2024. https://doi.org/10.1016/j.jbusres.2023.114494
[7] S. Annisa, E. Siahaan, and P. Lumbanraja, “Impact of digital transformation on banking employee performance with self-efficacy as a mediator,” Problems and Perspectives in Management, vol. 22, no. 4, pp. 523–531, 2024. https://doi.org/10.21511/ppm.22(4).2024.39
[8] S. Annisa, E. Siahaan, P. Lumbanraja, and Y. Absah, “Improving employee performance by building stress management among banking employees,” Banks and Bank Systems, vol. 20, no. 4, pp. 87–99, 2025. https://doi.org/10.21511/bbs.20(4).2025.08
[9] H. Hasan, “Effect of organizational culture on organizational learning, employee engagement, and employee performance: Study of banking employees in Indonesia,” Problems and Perspectives in Management, vol. 21, no. 3, pp. 471–482, 2023. https://doi.org/10.21511/ppm.21(3).2023.38
[10] C. Ng, X. J. Lim, and K. L. Tan, “Key factors affecting employee performance in the banking sector,” Cogent Business & Management, vol. 11, no. 1, 2409942, 2024. https://doi.org/10.1080/23311975.2024.2409942
[11] A. Sodiq, A. Rofiq, and S. Pramono, “Analysis of the effect of Islamic leadership and job satisfaction on sharia engagement and employee performance,” Cogent Business & Management, vol. 11, no. 1, 2362772, 2024. https://doi.org/10.1080/23311975.2024.2362772
[12] L. P. Carvalho, C. Santos, and T. Oliveira, “Predictors of digital competence in organizations,” Administrative Sciences, vol. 13, no. 5, 131, 2023. https://doi.org/10.3390/admsci13050131
[13] I. Hwang, “Do an organization’s digital transformation and employees’ digital competence strengthen the use of digital technology at work?” Sustainability, vol. 14, no. 14, 8604, 2022. https://doi.org/10.3390/su14148604
[14] Z. Jing, Y. Wang, and X. Li, “A study of the impact of digital competence and knowledge inertia on green innovation performance,” Administrative Sciences, vol. 13, no. 12, 250, 2023. https://doi.org/10.3390/admsci13120250
[15] B. Trenerry et al., “Preparing workplaces for digital transformation: An integrative review and framework of multi-level factors,” Frontiers in Psychology, vol. 12, 620766, 2021. https://doi.org/10.3389/fpsyg.2021.620766
[16] J. Yu, T. Moon, and K. Na, “Digital strategic orientation, digital competence and organizational performance,” Sustainability, vol. 13, no. 17, 9766, 2021. https://doi.org/10.3390/su13179766
[17] Y. Zhao, A. M. Pinto Llorente, and M. C. Sánchez Gómez, “Digital competence in higher education: Students’ perception and personal factors,” Sustainability, vol. 13, no. 21, 12184, 2021. https://doi.org/10.3390/su132112184
[18] M. S. Abdullahi et al., “Talent management practices on employee performance: A mediating role of employee engagement in institution of higher learning,” Industrial and Commercial Training, vol. 54, no. 4, pp. 589–612, 2022. https://doi.org/10.1108/ICT-10-2021-0075
[19] R. Al Aina and T. Atan, “The impact of implementing talent management practices on sustainable organizational performance,” Sustainability, vol. 12, no. 20, 8372, 2020. https://doi.org/10.3390/su12208372
[20] E. Gallardo-Gallardo, M. Thunnissen, and H. Scullion, “Talent management: Context matters,” The International Journal of Human Resource Management, vol. 31, no. 4, pp. 457–473, 2020. https://doi.org/10.1080/09585192.2019.1642645
[21] R. O. Yildiz and S. Esmer, “Talent management strategies and functions: A systematic review,” Industrial and Commercial Training, vol. 55, no. 1, pp. 93–111, 2023. https://doi.org/10.1108/ICT-01-2022-0007
[22] F. Ardyansyah, N. Faliza, and A. Fadhlan, “The impact of talent management on employee performance: A perspective from Islamic banking industry,” Jurnal Informatika Ekonomi Bisnis, vol. 7, no. 4, pp. 841–845, 2025. https://doi.org/10.37034/infeb.v7i4.1297
[23] S. Samidi, M. S. Maarif, I. T. Saptono, and L. D. Arsyianti, “Transforming talent management as a game changer for firm competitiveness of Islamic banks,” Cogent Business & Management, vol. 10, no. 3, 2257590, 2023. https://doi.org/10.1080/23311975.2023.2257590
[24] A. Adeniji et al., “Leadership dimensions, employee engagement and job performance of selected consumer-packaged goods firms,” Cogent Arts & Humanities, vol. 7, no. 1, 1801115, 2020. https://doi.org/10.1080/23311983.2020.1801115
[25] S. H. Awan, N. Habib, C. S. Akhtar, and S. Naveed, “Effectiveness of performance management system for employee performance through engagement,” SAGE Open, vol. 10, no. 4, 2020. https://doi.org/10.1177/2158244020969383
[26] K. Kwon and T. Kim, “An integrative literature review of employee engagement and innovative behavior: Revisiting the JD-R model,” Human Resource Development Review, vol. 19, no. 2, pp. 177–195, 2020. https://doi.org/10.1177/1534484320917569
[27] J. X. Tan, C. K. Lee, and S. H. Chong, “A social exchange perspective in sustaining employee engagement,” Cogent Business & Management, vol. 12, no. 1, 2493310, 2025. https://doi.org/10.1080/23311975.2025.2493310
[28] S. Zeeshan, S. I. Ng, J. A. Ho, and A. H. Jantan, “Assessing the impact of servant leadership on employee engagement through the mediating role of self-efficacy,” Cogent Business & Management, vol. 8, no. 1, 1963029, 2021. https://doi.org/10.1080/23311975.2021.1963029
[29] E. A. Alqararah, “The role of digital transformation capabilities in performance: Evidence from the Jordanian commercial banking sector,” Journal of Risk and Financial Management, vol. 18, no. 4, 196, 2025. https://doi.org/10.3390/jrfm18040196
[30] F. N. K. Otoo, “Human resource development practices and employee engagement: The mediating role of organizational commitment,” Rajagiri Management Journal, 2024. https://doi.org/10.1108/RAMJ-09-2023-0267
[31] J. F. Hair, G. T. M. Hult, C. M. Ringle, and M. Sarstedt, A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM), 3rd ed. Sage, 2022. https://us.sagepub.com/en-us/nam/a-primer-on-partial-least-squares-structural-equation-modeling-pls-sem/book270548
[32] M. Sarstedt, C. M. Ringle, and J. F. Hair, “Partial least squares structural equation modeling,” in Handbook of Market Research, Springer, 2022. https://doi.org/10.1007/978-3-319-57413-4_15
[33] W. B. Schaufeli, A. B. Bakker, and M. Salanova, “The measurement of work engagement with a short questionnaire: A cross-national study,” Educational and Psychological Measurement, vol. 66, no. 4, pp. 701–716, 2006. https://doi.org/10.1177/0013164405282471
[34] T. Hameduddin, “Driving employee engagement across sectors,” Public Management Review, 2026. https://doi.org/10.1080/23276665.2026.2649360
[35] D. G. Collings and K. Mellahi, “Strategic talent management: A review and research agenda,” Human Resource Management Review, vol. 19, no. 4, pp. 304–313, 2009. https://doi.org/10.1016/j.hrmr.2009.04.001
[36] L. Koopmans, C. M. Bernaards, V. H. Hildebrandt, H. C. W. de Vet, and A. J. van der Beek, “Construct validity of the Individual Work Performance Questionnaire,” Journal of Occupational and Environmental Medicine, vol. 56, no. 3, pp. 331–337, 2014. https://doi.org/10.1097/JOM.0000000000000113
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2026 Abdul Syaban, Asraf Asraf

This work is licensed under a Creative Commons Attribution 4.0 International License.


















