Inequality of Exposure to HRM Systems and Individual Performance: Evidence from a Hybrid Public Workforce

This study examines whether an integrated human-talent system—incorporating recruitment/selection, development, appraisal/feedback, recognition, supportive leadership, and role utilization—is associated with job performance in a public technical organization. Using a quantitative, non-experimental, cross-sectional design, we surveyed 101 employees and constructed composite Likert indices for talent management and job performance. Reliability was acceptable (α = 0.850; α = 0.814). Kolmogorov–Smirnov tests indicated non-normal distributions ( p < 0.001); thus, non-parametric procedures were used. Spearman’s correlation showed a moderate, positive association between overall talent management and job performance (ρ = 0.523, p < 0.001), with the “incorporate” process (competency-aligned recruitment/selection) displaying the strongest process-level link (ρ = 0.569, p < 0.001). Segment profiles (contract type, tenure, functional area, and gender) suggest unequal exposure to talent-supportive conditions within the workforce, which may help explain distributional differences in perceived performance. We discuss managerial implications for reducing intra-organizational disparities by ensuring fair access to development, feedback, and recognition systems. While the study does not directly measure well-being, the findings align with theoretical accounts that connect equitable access to talent resources with healthier work environments and better performance.