**3. Methodology**

Based on the literature review of each variable under investigation: EB and a ffective commitment, the hypotheses were raised, the research model was developed, and previously validated questionnaires were tested. The present investigation is characterized by being a field research study. As for the approach and the methodological framework applied to this study, it is a quantitative research effort. Data collection was carried out with the application of a questionnaire with sociodemographic questions, an EB scale [9], and a scale of AOC [28]. The sampling process was non-probabilistic. The online questionnaire link was placed using the snowball sampling method.

This study included several sectors from the most diverse areas, existent in Portugal. Anonymity of respondents and organizations was preserved. The sample consisted of employees from medium and large organizations, and from the public and private sectors. The questionnaire was created on a platform specialized in online questionnaires. The sampling process was non-probabilistic and convenient, given that the online questionnaire was distributed to several contacts, who work in organizations from different sectors and dimensions. Initially, a pre-test was carried out on six individuals from different work areas and functions, in order to detect possible gaps. The questionnaire was then perfected and, with nothing to add, it was then applied.

The online questionnaire link was distributed using the snowball sampling method, whereby the link was sent to several people who work in organizations where the concepts of talent managemen<sup>t</sup> and EB are well-known, among which were: Grupo Nabeiro, Sonae, Altran, Farfetch, CaixaBI, Navigator, BNParibas, REN, TVI, Philip Morris International, and CUF Sa úde. Public sector o fficials were also contacted in various areas, such as: internal administration, education, health, and justice.

The snowball sample selection is a nonprobability sampling method, where existing study respondents recruit future subjects from among their acquaintances who meet the eligibility criteria and who could potentially contribute to the specific research. To ensure that the questionnaire was well understood and that the individuals in the sample represented similar characteristics, two criteria for inclusion in the sample were created: (1) that the respondent is employed at a national firm and (2) that the respondent is familiar with the concepts of EB, AOC and talent management.

The pool of 35 initial participants were as diverse as possible, in order to represent the active population of Portugal. To ensure that the respondents met the eligibility criteria, they were selected from the pool of companies within "Talent Portugal", a community focused on talent managemen<sup>t</sup> and EB in Portugal. There is no data available to characterize this community, which has 251 companies as members, representing numerous sectors of activity. For that reason, it was not possible to determine the statistically adequate sample size for this empirical research.

The self-completion questionnaire held no risk of non-response as all questions were marked as mandatory, so 100% of the questionnaires were considered valid. Due to the global pandemic, this research was limited by the availability of time and resources, and the sample size was prone to be affected by these circumstances. As all 172 responses in the time frame were valid, all were accepted.

Questions of a demographic and occupational nature were asked, such as age, gender, educational qualifications, and seniority in the organization, for sample description and characterization purposes. Employees' perception of the EB strategies implemented by the organization was measured by applying the EB questionnaire prepared by Sezões [9], within the scope of his duties as an engagemen<sup>t</sup> and employer branding consultant of "Stanton Chase Portugal". The EB questionnaire has been applied in national and international companies to diagnose improvement needs and was validated in Sezões' master's thesis on human potential management. This questionnaire assesses eight dimensions, namely: function, compensation and benefits, mission, vision and values, team, career development, organizational culture, managerial processes, and communication. Each of the dimensions has four items, adding up to a total of thirty-two items that make up this questionnaire. The questionnaire is rated using a 5-point Likert rating scale (from 1 "Strongly disagree" to 5 "Strongly agree"). Therefore, there are five answer options to each statement, and the results of each dimension result from the sum of the scores of the items that compose it, and, the higher the score, the more positive the employees' perception of the respective dimension.

AOC was measured through the 6 items that make up the a ffective commitment dimension of the instrument developed by Meyer and Allen [28]. This questionnaire is rated on a 5-point Likert rating scale (from 1 "Strongly disagree" to 5 "Strongly agree"). Therefore, there are five answer options to each statement, and the results of this dimension result from the sum of the scores of the items that compose it, and the higher the score, the more positive the employees' perception of their AOC. The model by Meyer and Allen [28], assumes that the three dimensions that compose it (normative, a ffective, calculative) are independent of each other, so they can be applied independently. A ffective commitment is considered the most e ffective approach to measuring organizational commitment [10]. According to Meyer and Allen [31], the a ffective component of organizational commitment is the strongest predictor of the organization's exit intentions, which underlies the option to further study this component in particular, in order to contribute to the talent retention and managemen<sup>t</sup> literature.

#### **4. Results and Discussion**
