TALENT DEVELOPMENT AS A DRIVER OF EMPLOYEE JOB SATISFACTION IN UZBEKISTAN’S PRIVATE SECTOR: A MIXED-METHODS STUDY
DOI:
https://doi.org/10.5281/zenodo.19207352Keywords:
talent development, job satisfaction, employee engagement, Herzberg's Two-Factor Theory, training needs analysis, private sector, Uzbekistan, mixed-methods, HR strategy, workforce retentionAbstract
Despite growing scholarly interest in both talent development and employee job satisfaction, relatively little
research has examined how structured talent development investments directly influence job satisfaction outcomes within
Uzbekistan's private sector. This study bridges this gap by investigating the relationship between talent development
practices and employee job satisfaction across three private sector organizations in Tashkent: Oxbridge International
School (OIS), British Council Uzbekistan, and Westminster International University in Tashkent (WIUT). Employing a
concurrent mixed-methods design, the study combines quantitative survey data (n=80) analyzed using Pearson's
correlation and multiple linear regression with qualitative findings drawn from semi-structured interviews with HR
practitioners and managers. Findings demonstrate a statistically significant and positive relationship between the quality
and frequency of talent development programs and employee job satisfaction levels. Specifically, investment in structured
learning opportunities, performance-aligned training, and career development pathways are identified as key predictors
of job satisfaction. The study further reveals that the presence of formal talent development programs mediates the
relationship between hygiene factors (such as salary and working conditions) and overall job satisfaction, adding a novel
dimension to Herzberg's Two-Factor Theory in the Uzbek organizational context. Practical recommendations are offered
for HR managers and organizational leaders seeking to leverage talent development as a strategic tool for improving
workforce engagement and retention
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