The Effects of Talent Development Programs on Job Satisfaction with Moderating Role of Perceived Organizational Support at the Bank of Abyssinia
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Date
2026-06-02
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Addis Ababa University
Abstract
Talent development programs are critical for improving employee’s skills, motivation and organizational performance in the banking sector. Bank of Abyssinia has implemented several talent development initiatives including training and development, career management, succession planning and e-learning. Despite these efforts, the Bank’s 2023/24 employee engagement and satisfaction survey indicates fluctuations in satisfaction levels with only 53.8% of staff reporting adequate access to training and 56.3% perceiving fair internal job opportunities, suggesting that talent development programs may not be reaching employees equally. This study assessed the effects of talent development programs on job satisfaction and assed the moderating role of perceived organizational support at the Bank of Abyssinia Head Office guided by three objectives: to examine how talent development practices affect job satisfaction, to identify which program contributes most and to test the moderating effect of POS.A quantitative approach with an explanatory research design was adopted in this study. Using Yamane's formula, 141 clerical employees were selected through simple random sampling technique and primary data were collected by structured self-administered questionnaires. Descriptive statistics, Pearson correlation and multiple regressions were used to examine relationships among variables, while the moderating effect of POS was tested using Hayes' PROCESS macro (Model 1). The findings revealed that succession planning and career management emerged as the strongest positive drivers of job satisfaction. Conversely, training showed a negative effect when controlling for the other talent development programs, indicating that it must be explicitly linked to career management and succession planning pathways to be effective, rather than deployed as an isolated administrative requirement. At the end, the analysis demonstrated that Perceived Organizational Support (POS) acts a powerful independent predictor of satisfaction rather than a conditional moderator. Based on these findings, the study recommends that Bank of Abyssinia explicitly connect training programs to career advancement and succession pathways rather than delivering it in isolation, establish transparent performance based promotion systems, make e- learning role specific and interactive.
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Keywords
Talent Development Programs, Employee Job Satisfaction, Perceived Organizational Support, Training and Development, Career Management, Succession Planning, E-learning, Banking Sector, Bank of Abyssinia.