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Article history: Received: February 15, 2020 Received in revised format: March 16 2020 Accepted: March 16, 2020 Available online: March 16, 2020 Although managers of various banks and institutions in Vietnam have established several policies to attract talented employees, talent management is still an emerging issue. This gives rise for a need of an empirical study which explores the relationship between talent management (TM) practices and talented employees’ performance. Hence this study fills the gap by applying the survey technique in the quantitative method with the main objective of examining the relationship between TM and the four dimensions of employee performance; namely task, contextual, adaptive and counterproductive through affective commitment. A total of 375 questionnaires was targeted for distribution to talented employees in 10 banks in Vietnam. The findings show that although TM practices positively support employee performance (task, contextual and adaptive), they also reduce counterproductive behaviours. Also, affective commitment partially mediates the relationship between TM and the four dimensions of employee performance. The result of the study has some practical implications for managers and banks implementing and intending to implement TM practices. Managers and banks can design and implement TM practices with the aim to increase positive employee performance behaviours, reduce counterproductive behaviours and benefit from positive affective commitment through the implementation of TM practices. © 2020 by the authors; licensee Growing Science, Canada

The relationship between talent management and talented employees’ performance: empirical investigation in the Vietnamese banking sector