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Abstract
The study examines human talent management in Ecuadorian financial cooperatives, focusing on how management practices affect work performance. A quantitative approach was employed, surveying employees from tier 3 cooperatives in the city of Ambato. Factors assessed included skills, motivation, and opportunities related to work performance. The findings revealed an 83% positive correlation between these dimensions and work performance, indicating they are key elements for improvement. However, it was found that staff turnover and job dissatisfaction could hinder the optimal utilization of these dimensions. The study concludes that there are implementation challenges of the AMO theory in the diverse context of financial cooperatives. These challenges involve managing the diversity of employee skills and expectations, maintaining consistent motivation in a changing environment, and providing equitable development opportunities.
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