Optimizing job satisfaction: a configurational framework for integrating HRD, HR, and employee attributes

Purpose Addressing a significant gap in current understanding, this study explores how workforce development, workplace practices, and employee characteristics interact to influence job satisfaction. We introduce a configurational framework to bolster talent development and enhance job satisfaction in organizations. Design/methodology/approach Through conceptual analysis, we identify and propose strategic talent management configurations that include two-way and three-way interactions between HRD initiatives, HR practices, and employee attributes. We demonstrate the potential efficacy of these tailored configurations with real-world examples, such as aligning developmental support with employee learning styles and job design. Findings A configurational model is proposed that offers a practical framework for leveraging the interplay between HRD initiatives (e.g., training and mentoring), HR practices (e.g., compensation and performance management), and employee attributes (e.g., personality and cognition) to create a tailored, supportive, and engaging work environment. Originality/value The findings provide a novel and actionable framework for workforce development. This configurational model emphasizes the strategic alignment of HRD initiatives, HR practices, and employee attributes, equipping practitioners with a valuable tool to enhance talent management, optimize job satisfaction, improve resource allocation, and ultimately boost organizational performance.