Financial technology is reshaping not only how banks deliver services but also the resource conditions under which employees perform. Existing talent-management research has established that talent practices matter. Yet, adjacent studies increasingly combine talent management with engagement, culture, and employee outcomes, making variable novelty alone an insufficient basis for theoretical contribution. This conceptual article therefore shifts the question from whether talent management improves performance to how distinct talent practices acquire motivational force under FinTech-intensified work. It conceptualizes identification of critical positions, talent acquisition, talent development, succession planning, and talent retention as a differentiated talent-management resource architecture. Integrating Social Exchange Theory (SET) and Job Demands-Resources (JD-R) theory, the article introduces a dual-value activation mechanism: a talent practice should produce its strongest engagement response when employees simultaneously experience it as a functionally useful job resource and as a credible signal of organizational investment. Employee engagement then transmits this value into task, contextual, and adaptive performance, while perceived organizational culture conditions whether engagement can be behaviorally enacted. The framework further predicts resource-demand fit across talent practices and a second-stage moderated mediation in which culture amplifies the engagement-based indirect effects. By distinguishing practice-specific resource functions, separating motivational mechanisms from contextual boundary conditions, and positioning multidimensional performance at the center of digital work, the article advances a testable explanation of the human side of FinTech transformation.
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