The organizations are striving to maintain their position in the global market while facing significant challenges such as globalization, intense competition, and rapid technological advancements. This study assesses the impact of integrated talent management practices on sustainable organizational performance (SOP) in Indonesia's manufacturing. Utilizing a quantitative survey methodology, data were gathered from 400 business managers and owners using a 5-point Likert scale and purposive sampling. The study explores the effects of talent attraction and talent retention on sustainable organizational performance. It identifies that while some talent management strategies directly enhance organizational performance, others exert more indirect effects. Career management and learning and development both have a direct and positive impact on SOP, underscoring the necessity for effective career paths and ongoing employee development. Talent acquisition not only boosts SOP directly but also facilitates career management, which further drives performance. Talent retention indirectly influences SOP through its integration with career management and learning and development initiatives, emphasizing its role in supporting long-term organizational success. This implies that retaining talent is beneficial to organizational performance when combined with strong internal career and development strategies. Thus, retention efforts are crucial but need to be integrated with other talent management practices to maximize their effectiveness. The study advocates for a holistic approach to talent management to foster a resilient workforce and sustain organizational success in a dynamic market.
