Motivation through talent management: a self-determination theory lens on Nordic banking strategies

Purpose This paper aims to investigate how talent management (TM) initiatives in Nordic banks influence employee motivation and organizational commitment, using self-determination theory (SDT) as the analytical lens. Design/methodology/approach Based on 34 semi-structured interviews with human resources professionals, managers and specialists in Iceland and Denmark, this study applies an interpretivist qualitative approach to identify both conventional and novel motivational drivers. Findings Findings show that traditional motivators (recognition, development, autonomy) remain central, but emerging themes such as environmental, social and governance commitments and technology integration are increasingly vital. The application of SDT reveals that TM practices which support autonomy, competence and relatedness have a significant impact on engagement and retention, particularly in high-potential employees. Originality/value This study contributes to TM scholarship by integrating SDT in an under-researched empirical setting – Nordic banks – and by offering actionable insights on how motivational strategies align with inclusive and exclusive TM philosophies.