The Intermediary Role of Talent Retention: The Impact of Broadcasting Strategy and McKinsey 7s Synergy on the Public Service Performance of Grassroots Radio Stations in Xinjiang, China

Bingyuan Li; Khunanan Sukpasjaroen

doi:10.71222/9fhda644

Authors

Bingyuan Li Chakrabongse Bhuvanarth International College of Interdisciplinary Studies, Rajamangala University of Technology Tawan-ok, Bangkok, Thailand Author
Khunanan Sukpasjaroen Chakrabongse Bhuvanarth International College of Interdisciplinary Studies, Rajamangala University of Technology Tawan-ok, Bangkok, Thailand Author

DOI:

https://doi.org/10.71222/9fhda644

Keywords:

radio stations, mckinsey 7s model, talent retention, service performance, media management, organizational synergy

Abstract

This study aims to explore how the broadcasting strategies of county-level radio stations in the Xinjiang Uygur Autonomous Region of China and McKinsey 7S organizational synergy affect public service performance through the mechanisms of talent retention and employee loyalty. Grounded in the resource-based view, social exchange theory, organizational commitment theory, and equity theory, an integrated theoretical model is constructed. The model proposes a sequential pathway: broadcasting strategy (encompassing strategic content and strategic consensus) leads to McKinsey 7S organizational synergy, which subsequently influences talent retention and loyalty, ultimately impacting public service performance. A comprehensive mixed-methods research design, combining extensive questionnaire surveys (N = 496) and in-depth qualitative interviews (N = 18), was adopted to conduct an empirical investigation on employees of prefecture-level and county-level radio stations in Xinjiang. The empirical results demonstrate that both broadcasting strategy and 7S organizational synergy exert a significant positive impact on public service performance and talent retention. Furthermore, talent retention and employee loyalty play a significant partial mediating role in the relationships between broadcasting strategy, organizational synergy, and public service performance. Additionally, job type presents a significant moderating effect on the pathways leading to talent retention, whereas ethnic identity shows no significant moderating effect. Ultimately, this study expands the application boundaries of media management and talent retention theories within a multi-ethnic context, providing practical strategic suggestions for the organizational optimization and talent management of grassroots public service media.

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