<![CDATA[This study aims to analyze the effect of Talent Management on Human Resource Performance among employees working in hotels, travel agencies, and tourism-related businesses in Labuan Bajo. The study is motivated by the increasing need for competent, adaptive, professional, and service-oriented human resources in the tourism sector. As one of Indonesia’s priority tourism destinations, Labuan Bajo requires employees who are not only capable of performing operational tasks, but also able to adapt to changing tourist needs, digital service developments, and work pressure during peak tourism seasons. This study employed a quantitative approach with an explanatory research design. The sample consisted of 190 respondents working in hotels, travel agencies, and tourism-related businesses in Labuan Bajo. Data were collected using a structured questionnaire measured on a five-point Likert scale. Talent Management was measured through five dimensions: talent attraction, talent development, talent retention, career management, and succession planning. Meanwhile, Human Resource Performance was measured through task performance, contextual performance, and adaptive performance. The data were analyzed using Partial Least Squares-Structural Equation Modeling (PLS-SEM). The results show that Talent Management has a positive and significant effect on Human Resource Performance, with a path coefficient of 0.672, a t-value of 14.185, and a p-value of <0.001. The R-square value of 0.452 indicates that Talent Management explains 45.2% of the variance in Human Resource Performance, while the remaining variance is influenced by other factors outside the research model. These findings confirm that effective talent management practices can improve work quality, timeliness, service professionalism, adaptability, and employee contribution to organizational goals. Practically, this study suggests that tourism business managers in Labuan Bajo should strengthen competency-based recruitment, service training, digital skill development, performance recognition, and clearer career pathways to retain potential employees and improve workforce performance. The findings also contribute to the strategic human resource management literature by positioning Talent Management as a key mechanism for improving employee performance in the tourism service sector.]]>
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