Strategic talent management systems and employee behaviors: the mediating effect of calling Shu-Yuan Chen National United University, Taiwan Amber Yun-Ping Lee National University of Tainan, Taiwan David Ahlstrom The Chinese University of Hong Kong, China Developing and retaining talent is crucial in helping organizations compete effectively. However, how employers understand talent and thus invest appropriate resources to motivate and develop talented employees still requires considerable attention. This study argues that, differing from a gen- eric HR system, the implementation of a more narrowly focused strategic talent management sys- tem (STMS) for investment in a talented group can craft the employees’ job interpretation in terms of employee calling. This can, in turn, further develop positive employee behaviors, including those of entrepreneurship and voice. In addition, a mediation effect of employee calling is examined in this study. Data were collected from 234 individuals in 45 firms across Taiwan. This study provides theoretical and empirical support for the effects of STMS. It also provides empirical evidence that employee calling is a key mediator for developing employees’ work behaviors. The practical impli- cations identified are also an important reference for organizations. Keywords: employee calling, entrepreneurial behavior, human resources, strategic talent manage- ment system, voice behavior, Taiwan Key points 1 A more narrowly-focused strategic talent management system (STMS) is crucial to organizational success. 2 A strategic talent management system could satisfy talents’ needs and is associated with their entrepreneurial and voice behaviors. 3 Employees’ calling is a key mediator for developing employees’ work behaviors. Developing and motivating talent in modern organizations involves regular efforts regard- ing talent management, since ‘talent’ in this context represents a specific group of identi- fied employees who contribute greatly to the organization’s strategic goals (Koch 2011; Correspondence: Amber Yun-Ping Lee, Department of Public Administration and Management, College of Management, National University of Tainan, 33, Sec. 2, Shu-Lin St., 700 Tainan, Taiwan; e-mail: amberlee@gm2.nutn.edu.tw Accepted for publication 25 April 2019. Asia Pacific Journal of Human Resources (2019) ,  doi:10.1111/1744-7941.12229 © 2019 Australian HR Institute