Enhancing Customer Satisfaction through Talent Management and Innovative Work Behavior: The Mediating Role of Operational Performance in Reducing Lightning-Induced Claims in a Telecommunication Tower Company

This study examines the effect of talent management and innovative work behavior on customer satisfaction through operational performance in reducing lightning-induced claims at XYZ Company in Area 1 Sumatra. A quantitative approach with a causal and cross-sectional research design was employed. The population consisted of 11,260 operational sites, from which 400 sites were selected using the Slovin formula. The unit of analysis was the operational site, while the units of observation included managerial representatives and customer representatives. Data were collected using a structured questionnaire measured on a five-point Likert scale and analyzed using Partial Least Squares Structural Equation Modeling (SEM-PLS). The results show that talent management has a positive and significant effect on operational performance and innovative work behavior. Operational performance also has a positive and significant effect on customer satisfaction. However, innovative work behavior does not directly affect operational performance or customer satisfaction. The direct effect of talent management on customer satisfaction is significant but negative, indicating that internal talent practices do not automatically improve customer satisfaction unless they are translated into better operational outcomes. Furthermore, operational performance significantly mediates the relationship between talent management, innovative work behavior, and customer satisfaction. These findings emphasize that customer satisfaction in lightning-induced claim management is more effectively improved through reliable operational performance supported by strong talent management and structured innovation practices.