Modeling the Drivers of Innovative Work Behavior: The Influence of Talent Management and Psychological Empowerment through Structural Equation Modeling

International Journal of Current Science Research and Review ISSN: 2581-8341 Volume 08 Issue 10 October 2025 DOI: 10.47191/ijcsrr/V8-i10-32, Impact Factor: 8.048 IJCSRR @ 2025 www.ijcsrr.org 5215 *Corresponding Author: Ahmad Sansan Sanusi Volume 08 Issue 10 October 2025 Available at: www.ijcsrr.org Page No. 5215-5226 Modeling the Drivers of Innovative Work Behavior: The Influence of Talent Management and Psychological Empowerment through Structural Equation Modeling Ahmad Sansan Sanusi1, Corry Yohana2, Widya Parimita3 1Postgraduate Master Student, Faculty of Economics and Business, State University of Jakarta, Indonesia 2,3Lecturer, Faculty of Economics and Business, State University of Jakarta, Indonesia ABSTRACT: In the context of rapidly evolving public health challenges, the capacity for innovative work behavior (IWB) among health sector employees is increasingly vital to ensure adaptive and responsive healthcare delivery. This study examines the influence of talent management and psychological empowerment on IWB among employees of the Garut City Health Service in Indonesia. Drawing upon resource-based theory and self-determination theory, the study conceptualizes talent management as a strategic approach encompassing talent acquisition, development, retention, and succession planning. Psychological empowerment, defined through meaning, competence, self-determination, and impact, is explored as a cognitive-motivational state that may mediate the relationship between talent management and innovative behavior. Data were collected from 221 civil servants using a structured questionnaire and analyzed using Structural Equation Modeling (SEM). The findings reveal that talent management significantly positively affects both psychological empowerment and IWB. Moreover, psychological empowerment partially mediates, indicating that employees’ perceptions of autonomy and competence are essential to translate talent initiatives into innovative outcomes. This study contributes to the theoretical understanding of innovation in the public health sector by integrating HRM and organizational behavior perspectives. Practically, it highlights the importance of cultivating psychologically empowered environments to stimulate innovation within bureaucratic health institutions. The results provide evidence-based guidance for public sector leaders aiming to foster innovation through strategic investment in human capital. Implications for theory, policy, and future research are discussed, particularly in the context of decentralization and healthcare reform in developing countries. KEYWORDS: Human Resource Management, Innovative Work Behavior, Psychological Empowerment, Public Health Sector, Structural Equation Modeling (SEM), Talent Management. INTRODUCTION In the dynamic landscape of healthcare, the capacity for innovative work behavior is not merely an advantage but a necessity for sustained success and quality service delivery (Chompukum & Vanichbuncha, 2025; Labrague & Toquero, 2023). Innovative work behavior encompasses generating, promoting, and implementing novel and valuable ideas, processes, products, or procedures within an organizational context (Krupah, 2021; Mu et al., 2019; Vitapamoorthy et al., 2021). This behavior is crucial for healthcare organizations striving to adapt to evolving patient needs, technological advancements, and regulatory changes (Ahmad et al., 2021; Baig et al., 2022; Oppi et al., 2019). The ability to foster an innovative culture within healthcare settings is paramount, enabling organizations to balance cost management, superior healthcare quality, and fulfill diverse stakeholder expectations (DextrasGauthier et al., 2023; L. Liu et al., 2024; Weintraub & McKee, 2019). Consequently, there is a growing emphasis on identifying and leveraging the factors that drive innovative work behavior among healthcare professionals, ensuring that organizations can effectively navigate the complexities of the modern healthcare environment (Kosiol et al., 2024; Sorour et al., 2024). Talent management, defined as the strategic process of attracting, developing, retaining, and deploying individuals with the required skills and aptitudes to meet current and future organizational needs, plays a pivotal role in cultivating an innovative workforce (Almomani et al., 2023; Edeh et al., 2022; Umair et al., 2024). When organizations prioritize talent management, they signal the importance of innovative work by dedicating resources to support and nurture it (Gassanova & Kozhakhmet, 2024; Raeisi Ziarani, 2023). Simultaneously, psychological empowerment, characterized by an individual's sense of control, competence, meaning, and impact in their work, is a critical enabler of innovative behavior (Dedahanov et al., 2019; Ghosh et al., 2018; Grošelj et al., 2021; International Journal of Current Science Research and Review ISSN: 2581-8341 Volume 08 Issue 10 October 2025 DOI: 10.47191/ijcsrr/V8-i10-32, Impact Factor: 8.048 IJCSRR @ 2025 www.ijcsrr.org 5216 *Corresponding Author: Ahmad Sansan Sanusi Volume 08 Issue 10 October 2025 Available at: www.ijcsrr.org Page No. 5215-5226 Performance et al., 2025; Sinha et al., 2016). When healthcare professionals feel empowered, they are more likely to take initiative, think creatively, and champion new ideas, contributing to a more innovative and adaptive organizational culture (Dedahanov et al., 2019; Ghosh et al., 2018; Grošelj et al., 2021; F. Liu et al., 2019; Marampa et al., 2025; Performance et al., 2025; Sinha et al., 2016). The interplay between talent management practices and psychological empowerment is particularly salient in health services, where the demanding nature of work and the imperative for continuous improvement necessitate a highly skilled workforce that is intrinsically motivated to innovate (Bonias et al., 2010; Koberg et al., 1999; Travers et al., 2020). Talent management practices are the bedrock for cultivating an environment conducive to innovative work behavior (Khan, 2019; Tanaka & Ishiyama, 2023). By strategically managing talent, healthcare organizations can ensure they have the right people, in the right roles, with the right skills and motivations to drive innovation (Gassanova & Kozhakhmet, 2024; Raeisi Ziarani, 2023). Effective talent acquisition strategies enable organizations to attract individuals with a propensity for creativity, problem-solving, and a proactive approach to change (Aina & Atan, 2020). This involves identifying candidates with the requisite technical skills and assessing their potential for innovative thinking and alignment with the organization's values. Moreover, talent development programs play a crucial role in nurturing and enhancing the innovative capabilities of healthcare professionals (Luna-Arocas, 2023). These programs can include training in creative problem-solving techniques, innovation methodologies, and design thinking, as well as opportunities for cross-functional collaboration and exposure to diverse perspectives (Odugbesan et al., 2023). Providing opportunities for professional development, recognizing achievements, and fostering a culture of experimentation are vital components of talent management that directly foster innovation (Umair et al., 2024). Furthermore, organizations prioritizing employee well-being and creating a supportive work environment are more likely to retain talented individuals motivated to contribute innovative ideas (Al Jawali et al., 2022; Latukha, 2015). The emphasis on talent management underscores the recognition that employees are not merely resources but valuable assets whose capabilities and contributions are central to organizational success (Odugbesan et al., 2023). Talent management is a multifaceted approach to business planning and human resources management (Mogrovejo et al., 2025). Psychological empowerment acts as a catalyst, unlocking the potential for innovative work behavior within individuals (Curran et al., 2021). It encompasses the cognitive state where employees perceive themselves as having autonomy, competence, impact, and meaning in their work, which fuels their intrinsic motivation to generate and implement novel ideas. A sense of autonomy empowers healthcare professionals to take ownership of their work, make independent decisions, and experiment with new approaches without fear of reprisal (Aristana et al., 2024; Dedahanov et al., 2019; Marampa et al., 2025). This autonomy fosters a culture of self-direction and accountability, where individuals feel responsible for driving improvements in their respective domains (Al Daboub et al.,2024; Ali et al., 2020). Perceived competence reinforces the belief that one possesses the skills, knowledge, and abilities necessary to perform their job effectively and contribute meaningfully to the organization's goals. A sense of meaning connects an individual's work with their values and beliefs, making the work feel purposeful and intrinsically rewarding (Khan et al., 2022). The role of managers is critical in cultivating an environment that fosters creativity through opportunities for professional development and recognition of achievements (Nguyen et al., 2023). When healthcare professionals find meaning in their work, they are more likely to be passionate about their contributions and committed to finding innovative solutions to their challenges. Managers also play a key role in empowering employees by providing them with the resources, support, and encouragement they need to succeed (Pajuoja et al., 2025; Ward, 1997). A clear communication and transparent structure also promote innovative solutions (Mustafa et al., 2023). Effective risk management is also important, which includes identifying potential risks, assessing their impact, and developing mitigation strategies. By experimenting on a small scale, managers can refine ideas and reduce potential adverse effects (Pajuoja et al., 2025). Organizations must prioritize psychological empowerment to unlock the full potential of their workforce and foster a culture of continuous improvement and innovation. Work innovation is elevated when civil servants are internally motivated (Vitapamoorthy et al., 2021). Psychological empowerment reflects the internal drive to succeed through dedication and enthusiasm for work (Chompukum & Vanichbuncha, 2025). By understanding and leveraging the synergistic relationship between talent management and psychological empowerment, healthcare organizations can cultivate a highly skilled and intrinsically motivated workforce to drive innovation (Liu et al., 2019). This involves creating a work environment where employees feel valued, supported, and empowered to take risks, experiment with new ideas, and contribute to the organization's mission (Abuzaid et al., 2024). International Journal of Current Science Research and Review ISSN: 2581-8341 Volume 08 Issue 10 October 2025 DOI: 10.47191/ijcsrr/V8-i10-32, Impact Factor: 8.048 IJCSRR @ 2025 www.ijcsrr.org 5217 *Corresponding Author: Ahmad Sansan Sanusi Volume 08 Issue 10 October 2025 Available at: www.ijcsrr.org Page No. 5215-5226 While previous studies have established the significance of innovative work behavior as a critical mechanism for achieving adaptability and excellence in healthcare (Elamin et al., 2024; Kim et al., 2025), the integration of its key antecedent, talent management (TM) and psychological empowerment (PE) remains conceptually and empirically underdeveloped, particularly in public health settings. Existing literature has tended to examine TM and PE in isolation, overlooking their potential synergistic influence on IWB, despite growing theoretical interest in how strategic HR practices interact with employee cognition and motivation (Al-Ayed, 2024; Nicolescu & Rîpa, 2024). Moreover, while TM has been recognized as a vehicle for building an innovation-oriented workforce, limited attention has been paid to how TM practices translate into innovative behaviors through psychological mechanisms such as empowerment (Aina & Atan, 2020). Similarly, PE is acknowledged for fostering autonomy, competence, and meaning. Yet, the mediating role of PE in linking organizational support systems to behavioral innovation is still insufficiently explored within the healthcare sector (Çetinkaya & Yeşilada, 2022). Furthermore, most existing studies are concentrated in private sector or Western institutional contexts, creating a geographical and sectoral gap in knowledge, particularly regarding public healthcare systems in developing countries like Indonesia, where bureaucratic rigidity and resource constraints pose unique challenges to fostering innovation. Empirical research employing robust analytical approaches, such as Structural Equation Modeling (SEM), is also sparse in this domain, limiting the understanding of complex causal relationships among TM, PE, and IWB. Therefore, this study seeks to address these gaps by examining talent management's direct and indirect effects on innovative work behavior through psychological empowerment, using a public health organizational context as a testing ground. The following are some of the main research questions that guide this study: 1. To what extent does talent management (TM) influence innovative work behavior (IWB) among healthcare professionals? 2. How does psychological empowerment (PE) affect innovative work behavior (IWB) in public health service organizations? 3. Does talent management (TM) have a significant effect on psychological empowerment (PE) among employees in the healthcare sector? 4. To what extent does psychological empowerment (PE) mediate the relationship between talent management (TM) and innovative work behavior (IWB)? 5. How do the combined effects of talent management and psychological empowerment contribute to developing an innovation-oriented organizational culture in resource-constrained public health settings? METHODS Research Design This study adopts a quantitative research design to investigate the structural relationships between Talent Management, Psychological Empowerment, and Innovative Work Behavior (IWB) among employees of the Garut City Health Service in Indonesia. Guided by Resource-Based Theory (RBT) and Self-Determination Theory (SDT), the research design aims to test both direct and indirect (mediated) relationships through a theory-driven structural model. This deductive approach enables empirically validating hypothesized causal pathways using Structural Equation Modeling (SEM). Population and Sample The population comprises all civil servants employed at the Garut City Health Service, a regional public health institution operating under Indonesia's decentralized healthcare governance system. Using a total sampling technique, 221 employees were selected as respondents, ensuring adequate statistical power for SEM analysis and reflecting the organizational context within which talent management and psychological empowerment strategies are implemented. Instrument Development and Measurement Data for this study were collected using a structured, self-administered questionnaire composed of established and previously validated measurement scales. The questionnaire was designed to capture the key constructs of talent management, psychological empowerment, and innovative work behavior in the context of public health service employees. Talent management was measured through a multi-item scale encompassing four strategic dimensions: talent acquisition, talent development, talent retention, and succession planning. These items were adapted from the frameworks developed by Collings and Mellahi (2009) and Lepak and Snell (1999), which emphasize the alignment of human capital practices with organizational innovation goals. The items were contextualized to reflect the operational realities of healthcare institutions in a decentralized administrative setting. International Journal of Current Science Research and Review ISSN: 2581-8341 Volume 08 Issue 10 October 2025 DOI: 10.47191/ijcsrr/V8-i10-32, Impact Factor: 8.048 IJCSRR @ 2025 www.ijcsrr.org 5218 *Corresponding Author: Ahmad Sansan Sanusi Volume 08 Issue 10 October 2025 Available at: www.ijcsrr.org Page No. 5215-5226 Psychological empowerment was assessed using Spreitzer’s (1995) widely adopted four-dimensional scale, including meaning, competence, self-determination, and impact indicators. This scale captures employees' cognitive-motivational state, offering insight into how empowerment mediates the link between organizational practices and innovative behaviors. Innovative work behavior was measured using the scale developed by Janssen (2000) and Scott and Bruce (1994). This scale operationalizes the construct through three sequential dimensions: idea generation, idea promotion, and idea realization. This scale is particularly relevant to the public health context, where frontline employees often drive adaptive and incremental innovations. All items across the three constructs were rated on a five-point Likert scale ranging from “strongly disagree” (1) to “strongly agree” (5). The instrument underwent pilot testing with a representative sample of civil servants to ensure clarity, reliability, and contextual appropriateness. In addition, expert judgment was employed to assess content validity and ensure the instrument's alignment with the cultural and administrative context of the Indonesian public health system. Data Analysis The data were analyzed using Structural Equation Modeling (SEM) with PLS version 4.1.1.4, following a rigorous two-step approach to ensure the proposed model's measurement and structural validity. This approach allowed for simultaneous testing of multiple relationships among latent constructs while accounting for measurement error, enhancing the analytical framework's robustness. In the first step, Confirmatory Factor Analysis (CFA) was conducted to examine the construct validity of the measurement model. Convergent validity was assessed using standardized factor loadings, Average Variance Extracted (AVE), and Composite Reliability (CR), while discriminant validity was evaluated by comparing the square root of AVE with inter-construct correlations. In addition, model fit indices such as the Comparative Fit Index (CFI), Tucker-Lewis Index (TLI), Root Mean Square Error of Approximation (RMSEA), and the Chi-square/degree of freedom ratio (χ²/df) were used to determine the overall goodness-of-fit of the measurement model. These indices comprehensively assessed the model’s appropriateness in representing the observed data. The second step tested the structural model to evaluate the hypothesized relationships among talent management, psychological empowerment, and innovative work behavior. The mediating role of psychological empowerment was assessed using the bootstrapping method with 5000 resamples, which enabled the estimation of the significance and confidence intervals of indirect effects. This robust technique enhanced the statistical power of mediation analysis and provided empirical support for the proposed theoretical pathways. Ethical Considerations The study adhered to ethical research principles. Participation was voluntary, informed consent was obtained, and anonymity and confidentiality were maintained throughout the research. RESULT Reliability and Validity Construct reliability and validity were assessed to evaluate the measurement model's quality. This includes examining indicator loadings, Cronbach’s Alpha, Composite Reliability (CR), and Average Variance Extracted (AVE). Table 1 presents the results of these analyses for each construct, namely Innovative Work Behavior (IWB), Psychological Empowerment (PE), and Talent Management (TM). Table 1. Construct Reliability and Validity s Loading Cronbach’s α CR AVE Innovative Work Behavior (IWB 0.861 0.873 0.582 IWB1 0.803 IWB2 0.776 IWB3 0.711 IWB5 0.769 IWB6 0.772 IWB7 0.741 International Journal of Current Science Research and Review ISSN: 2581-8341 Volume 08 Issue 10 October 2025 DOI: 10.47191/ijcsrr/V8-i10-32, Impact Factor: 8.048 IJCSRR @ 2025 www.ijcsrr.org 5219 *Corresponding Author: Ahmad Sansan Sanusi Volume 08 Issue 10 October 2025 Available at: www.ijcsrr.org Page No. 5215-5226 s Loading Cronbach’s α CR AVE Psychological Empowerment (PE) 0.911 0.916 0.697 PE1 0.703 PE3 0.872 PE4 0.907 PE5 0.860 PE6 PE7 0.853 0.798 Talent Management (TM) 0.857 0.864 0.583 TM1 0.744 TM3 0.755 TM4 0.716 TM5 0.745 TM6 0.794 TM7 0.821 Based on the results in Table 1, all constructs demonstrate acceptable levels of reliability and validity. Cronbach’s Alpha values for all three constructs exceed the minimum threshold of 0.70, indicating good internal consistency. Similarly, Composite Reliability (CR) values are above 0.70, and AVE values are above 0.50, confirming adequate convergent validity. Furthermore, most item loadings are above 0.70, suggesting strong individual indicator reliability, with minor exceptions (e.g., PE1 at 0.703) that still fall within acceptable limits. Overall, the measurement model is considered reliable and valid for further structural model analysis. Model Fit Assessment Several model fit indices were assessed to evaluate the structural model's overall fit, including the Standardized Root Mean Square Residual (SRMR), d_ULS, d_G, Chi-square, and Normed Fit Index (NFI). These indices provide insight into how well the proposed model reproduces the observed data. Table 2 presents the values for the saturated model (which assumes full relationships among all constructs) and the estimated model (which reflects the hypothesized model). Tabel 2. Nilai SRMR Saturated model Estimated model SRMR 0.116 0.116 d_ULS 2.311 2.311 d_G 0.871 0.871 Chi-square 1050.487 1050.487 NFI 0.659 0.659 Based on Table 2, the SRMR value of 0.116 indicates that the model has a marginally acceptable fit, although it exceeds the ideal threshold of 0.08. The NFI value of 0.659 suggests that the model fit is below the recommended cut-off of 0.90, indicating that the model does not achieve a good comparative fit when evaluated against a null model. However, in PLS-SEM, strict adherence to model fit indices is often less emphasized than in covariance-based SEM, particularly when the structural paths are statistically significant and the model explains a substantial portion of variance (R²). Therefore, despite the limitations in model fit, the model can still be considered adequate for exploratory and predictive purposes. The Heterotrait-Monotrait Ratio (HTMT) criterion was applied to evaluate discriminant validity among the latent constructs. HTMT is considered a more reliable method than traditional criteria (such as Fornell-Larcker), particularly in Partial Least Squares Structural Equation Modeling (PLS-SEM). According to Henseler et al. (2015), HTMT values should be below 0.90 to indicate satisfactory discriminant validity, with more conservative thresholds suggesting < 0.85 for stricter model assessment. International Journal of Current Science Research and Review ISSN: 2581-8341 Volume 08 Issue 10 October 2025 DOI: 10.47191/ijcsrr/V8-i10-32, Impact Factor: 8.048 IJCSRR @ 2025 www.ijcsrr.org 5220 *Corresponding Author: Ahmad Sansan Sanusi Volume 08 Issue 10 October 2025 Available at: www.ijcsrr.org Page No. 5215-5226 Table 3. HTMT Innovative Work Behavior Psychological Empowerment Talent Management Innovative Work Behavior Psychological Empowerment 0.744 Talent Management 0.672 0.561 The HTMT values between all constructs in the model range from 0.561 to 0.744, all of which are below the conservative threshold of 0.85. These results indicate that each construct is empirically distinct from the others, thus satisfying the criterion for discriminant validity. This suggests that respondents could differentiate between constructs such as talent management, psychological empowerment, and innovative work behavior in the context of this study. The Fornell-Larcker criterion was employed to assess discriminant validity among the latent constructs in the structural model. This method evaluates discriminant validity by comparing each construct's square root of the Average Variance Extracted (AVE) with the correlations between constructs. A construct is considered to have adequate discriminant validity if its AVE square root is greater than its highest correlation with any other construct. The results are presented in Table 4. Table 4. Fornell-Larcker Criterion Innovative Work Behavior Psychological Empowerment Talent Management Innovative Work Behavior 0.763 Psychological Empowerment 0.708 0.835 Talent Management 0.571 0.511 0.763 Based on the Fornell-Larcker Criterion shown above, the square roots of the AVE values (diagonal values in bold) are all greater than the corresponding inter-construct correlations (off-diagonal values). For example, the square root of AVE for Innovative Work Behavior is 0.763, higher than its correlations with Psychological Empowerment (0.708) and Talent Management (0.571). Similarly, Psychological Empowerment has a square root of AVE of 0.835, which exceeds its correlations with the other constructs. These results indicate that each construct shares more variance with its indicators than others, thus confirming satisfactory discriminant validity within the model. Structural Model Evaluation: Path Coefficient Analysis A path coefficient analysis was conducted using the PLS-SEM approach to evaluate the direct relationships between constructs in the structural model. The analysis includes the original sample estimate, sample mean, standard deviation, T-statistics, and P-values to test the significance of each hypothesized path. The results are presented in Table 5 below. Table 5. Path Coefficient Original sample (O) Sample mean (M) Standard deviation (STDEV) T statistics (|O/STDEV|) P values PE -> IWB 0.564 0.565 0.061 9.186 0.000 TM -> IWB 0.282 0.283 0.065 4.332 0.000 TM -> PE 0.511 0.517 0.055 9.365 0.000 Based on the results in Table 4, all direct path relationships in the model are statistically significant at the 0.01 level (p < 0.001), indicating strong empirical support for the proposed hypotheses. Psychological Empowerment (PE) has a substantial and significant positive effect on Innovative Work Behavior (IWB) with a path coefficient of β = 0.564 and a t-statistic of 9.186. This International Journal of Current Science Research and Review ISSN: 2581-8341 Volume 08 Issue 10 October 2025 DOI: 10.47191/ijcsrr/V8-i10-32, Impact Factor: 8.048 IJCSRR @ 2025 www.ijcsrr.org 5221 *Corresponding Author: Ahmad Sansan Sanusi Volume 08 Issue 10 October 2025 Available at: www.ijcsrr.org Page No. 5215-5226 suggests that individuals who experience higher levels of psychological empowerment are more likely to engage in innovative behaviors in the workplace. Furthermore, Talent Management (TM) also significantly affects IWB (β = 0.282, t = 4.332). Although the strength of this relationship is moderate, it highlights the importance of managing talent effectively to foster innovation. However, this effect may be more pronounced when combined with other enabling factors such as empowerment and engagement. In addition, Talent Management demonstrates a strong and significant influence on Psychological Empowerment (β = 0.511, t = 9.365), implying that well-structured talent management practices contribute substantially to enhancing employees’ sense of autonomy, competence, and meaning in their roles. These findings confirm that Psychological Empowerment mediates the relationship between Talent Management and Innovative Work Behavior. This provides meaningful insights for organizational leaders and HR practitioners, emphasizing the importance of effectively integrating empowerment strategies within talent management initiatives to promote employee innovation. Indirect Effect Analysis To examine the mediating role of Psychological Empowerment (PE) in the relationship between Talent Management (TM) and Innovative Work Behavior (IWB), an indirect effect analysis was conducted using the bootstrapping technique in the PLS-SEM approach. This analysis provides insight into whether the effect of TM on IWB is transmitted through PE as a mediating variable. The results are presented in the following table: Table 6. Indirect Effect Original sample (O) Sample mean (M) Standard deviation (STDEV) T statistics (|O/STDEV|) P values TM -> IWB 0.288 0.292 0.044 6.579 0.000 Based on Table 6, the indirect effect of Talent Management on Innovative Work Behavior through Psychological Empowerment is positive and statistically significant (β = 0.288, T = 6.579, p < 0.001). This indicates that Psychological Empowerment mediates the relationship between Talent Management and Innovative Work Behavior. In other words, effective talent management enhances employees’ psychological empowerment, fostering greater innovative workplace behavior. Total Effects Analysis Total effects analysis is used to understand the overall influence between constructs in the PLS-SEM model, including direct and indirect influences. The total effect value indicates the strength of the relationship between the latent constructs in aggregate and is tested using t-statistics and p-values to ensure statistical significance. The following table presents the results of the total effect between the constructs of Talent Management (TM), Psychological Empowerment (PE), and Innovative Work Behavior (IWB): Table 7. Total Effects Original sample (O) Sample mean (M) Standard deviation (STDEV) T statistics (|O/STDEV|) P values PE -> IWB 0.564 0.565 0.061 9.186 0.000 TM -> IWB 0.571 0.575 0.048 11.998 0.000 TM -> PE 0.511 0.517 0.055 9.365 0.000 The total effects results show that all relationships between constructs in this model are statistically significant (p < 0.001). Psychological Empowerment (PE) has a strong total effect on Innovative Work Behavior (IWB) with a coefficient of 0.564. This indicates that increasing the sense of psychological empowerment contributes significantly to an individual's innovative work behavior. Meanwhile, Talent Management (TM) has a slightly larger total effect on IWB, namely 0.571, which includes direct and indirect effects through PE. In addition, TM also has a strong effect on PE with a coefficient value of 0.511, indicating that an International Journal of Current Science Research and Review ISSN: 2581-8341 Volume 08 Issue 10 October 2025 DOI: 10.47191/ijcsrr/V8-i10-32, Impact Factor: 8.048 IJCSRR @ 2025 www.ijcsrr.org 5222 *Corresponding Author: Ahmad Sansan Sanusi Volume 08 Issue 10 October 2025 Available at: www.ijcsrr.org Page No. 5215-5226 effective talent management strategy will increase an individual's psychological empowerment. Thus, it can be concluded that Talent Management directly impacts Innovative Work Behavior and indirectly through increasing Psychological Empowerment, making these two variables important factors in encouraging innovative work behavior. DISCUSSION This study aimed to examine the direct and indirect relationships among Talent Management (TM), Psychological Empowerment (PE), and Innovative Work Behavior (IWB) using the Partial Least Squares Structural Equation Modeling (PLSSEM) approach. The results provide strong empirical evidence supporting all hypothesized relationships, revealing important insights into the mechanisms that drive innovation at the individual level in the workplace. The path coefficient analysis demonstrates that psychological empowerment substantially directly affects innovative work behavior (β = 0.564, p < 0.001), underscoring the critical role of psychological states in shaping employees’ innovative capacity. This finding aligns with prior studies by Çetinkaya and Yeşilada (2022) and Sağnak et al. (2015), who emphasized that employees are more likely to generate, promote, and implement novel ideas when they feel autonomous, competent, and impactful in their roles. Empowered individuals possess greater intrinsic motivation, which has been consistently linked to proactive and creative behavior (Alwali, 2024). In addition, the analysis reveals that Talent Management significantly influences Innovative Work Behavior (β = 0.282, p < 0.001). While this effect is moderate compared to PE, it remains statistically significant and practically relevant. This result is consistent with Gassanova and Kozhakhmet's (2024) findings, who argue that talent management systems, when aligned with strategic human resource practices, foster a work environment that supports knowledge sharing, risk-taking, and innovation. Specifically, identifying, developing, and retaining high-potential employees creates a dynamic workforce equipped with the skills and confidence needed to innovate. Importantly, Talent Management also substantially directly affects psychological empowerment (β = 0.511, p < 0.001), suggesting that well-designed talent management practices influence innovation directly and indirectly by fostering employees’ psychological states. This is in line with Khan and Ali (2023) and Practices et al. (2015), who found that inclusive talent development strategies enhance employees’ feelings of meaning, competence, and autonomy, core dimensions of psychological empowerment as defined by Spreitzer (1995). The indirect effect analysis further confirms the mediating role of psychological empowerment in the relationship between talent management and innovative work behavior (β = 0.288, p < 0.001). This mediation suggests that TM enhances IWB not solely through allocating resources or competencies, but by shaping the internal psychological conditions necessary for innovation. This finding resonates with Hughes et al. (2018), who emphasized the importance of psychological mechanisms as mediators in the talent innovation nexus. The total effects analysis reinforces these results by demonstrating that the overall effect of talent management on innovative work behavior (β = 0.571) is slightly greater than that of psychological empowerment (β = 0.564), indicating that TM is both a direct and indirect enabler of innovation. These findings echo the integrated model proposed by Jiang and Messersmith (2018), which positions talent management as a foundational construct facilitating structural and psychological pathways to innovation. These findings contribute to the theoretical enrichment of human resource and organizational behavior literature by empirically validating a serial pathway: talent management → psychological empowerment → innovative work behavior. This conceptual model aligns with self-determination theory, Ryan and Deci (2000), which posits that contextual supports (such as talent management systems) foster internal psychological states (such as empowerment), which in turn drive motivated behaviors (such as innovation). From a practical perspective, the results suggest that organizations seeking to foster innovation must look beyond traditional performance management and invest in empowerment-driven talent strategies. This includes involving employees in decisionmaking, aligning their strengths with organizational needs, and designing growth-oriented learning environments. CONCLUSION The study reveals the interplay between Talent Management (TM), Psychological Empowerment (PE), and Innovative Work Behavior (IWB), highlighting the role of strategic human resource practices in shaping individual innovation. TM is a structural International Journal of Current Science Research and Review ISSN: 2581-8341 Volume 08 Issue 10 October 2025 DOI: 10.47191/ijcsrr/V8-i10-32, Impact Factor: 8.048 IJCSRR @ 2025 www.ijcsrr.org 5223 *Corresponding Author: Ahmad Sansan Sanusi Volume 08 Issue 10 October 2025 Available at: www.ijcsrr.org Page No. 5215-5226 enabler of innovation and a psychological catalyst through empowerment. Psychological Empowerment is a critical driver of IWB, reflecting employees' internal psychological states. TM acts as a dual-channel predictor, exerting direct and indirect effects on IWB. 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