Talent management and organisational commitment: exploring the mediation effects of creativity and proactivity

PurposeThis study aims to identify the relationship between protean career attitude (PCA) and organisational commitment (OC) in a learning organisation (LO) climate. The study also identified whether negative relationships exist between the structure dimension of LO (SDLO) and PCA, and between PCA and OC, and whether such relationships can be moderated by the people dimension of LO (PDLO).Design/methodology/approachData collected from 305 employees of 26 firms were analysed using the PROCESS macro for SPSS.FindingsThis study found that SDLO had a negative relationship with PCA, whereas PCA was negatively associated with OC. Furthermore, this study found that PDLO moderated these relationships, in that the negative relationships were absent when PDLO activities were stronger, in contrast to when they were weaker.Originality/valueThe study is among the first to identify the negative relationships that exist between SDLO and PCA and between PCA and OC in Korean firms. An important implication for managers or OD professionals is that PDLO plays an important role in not only reducing the negative mediation effects of PCA in the relationships but also making the relationships positive.

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Relationship of External Knowledge Management and Performance of Chinese Manufacturing Firms: The Mediating Role of Talent Management

International Business Research ◽

10.5539/ibr.v10n6p248 ◽

2017 ◽

Vol 10 (6) ◽

pp. 248 ◽

Cited By ~ 4

Author(s):

Muhammad Ali ◽

SHEN Lei ◽

Syed Talib Hussain

Keyword(s):

Knowledge Management ◽

Management Strategies ◽

Talent Management ◽

Manufacturing Firms ◽

Point Of View ◽

Mediation Effects ◽

External Knowledge ◽

Mediating Role ◽

And Performance ◽

Relationship Of

For the competitive market, both talent management and knowledge management of employees are key primary resources in organizations. While it is well known that in today's emerging economy, intangible resources like knowledge and human capital seem as the soul of survival; few studies have examined the effect of external knowledge management and talent management strategies in Chinese manufacturing firms. This study tries to bridge this gap by examining the importance of external knowledge management and talent management, Moreover, how this consequence can affect in particular industry for the economic growth of China? Total 249 responses were collected through structured questionnaire from manufacturing organizations located in Shanghai and Suzhou, China. PLS-SEM techniques via Smart-PLS (3.2.4) software has been used to test and validate proposed model and the relationships among the hypothesized constructs. The findings of this study show that external knowledge management (E-KM) and talent management both contributes positively to the performance of manufacturing firms. Moreover, talent management as mechanism demonstrated strong mediation effects between E-KM and performance. In researchers' point of view and results revealed the evidence by linking E-KM with TM-OP and TM as a mechanism between E-KM and OP. Such insights may helpful for managers to target sustainable current and future growth of the organizations and also, to overcome the shortage of talented and qualified worker’s issues in fast-growing emerging economies.

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Developing a conceptual model to measure talent’s turnover intention in tourism organisations of Saudi Arabia

International Journal of Organizational Analysis ◽

10.1108/ijoa-10-2014-0803 ◽

2017 ◽

Vol 25 (1) ◽

pp. 2-23 ◽

Cited By ~ 2

Author(s):

Adel Alferaih

Keyword(s):

Job Satisfaction ◽

Job Performance ◽

Conceptual Model ◽

Turnover Intention ◽

Talent Management ◽

Future Research ◽

Organisational Commitment ◽

Organisational Performance ◽

Content Type ◽

Prior Literature

Purpose The purpose of this paper is to propose an appropriate conceptual model for examining talent’s intention to quit, job satisfaction, job performance and organisational performance. Design/methodology/approach The proposed model is developed on the basis of the theoretical and logical arguments of constructs picked out from the prior literature. Its framework is that of Bagozzi (1992), where factors such as job satisfaction, affective organisational commitment and turnover intention are seen as major concerns in the literature on talent management. Findings The paper makes 16 propositions concerning significant relationships of these constructs with job satisfaction, job performance, organisational performance and turnover intention. Research limitations/implications It concludes with an acknowledgement of the limitations, suggestions for future research and theoretical contributions. Originality/value Its framework is that of Bagozzi (1992), where factors such as job satisfaction, affective organisational commitment and turnover intention are seen as major concerns in the literature on talent management.

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Perceptions of sacrifice, workplace friendship and career concerns as explanatory mechanisms of employees’ organisational commitment

SA Journal of Human Resource Management ◽

10.4102/sajhrm.v17i0.1033 ◽

2019 ◽

Vol 17 ◽

Author(s):

Melinde Coetzee ◽

Nadia Ferreira ◽

Ingrid Potgieter

Keyword(s):

South African ◽

Management Practices ◽

Talent Management ◽

Work Life ◽

Career Concerns ◽

Administrative Staff ◽

Normative Commitment ◽

Organisational Commitment ◽

Staff Members ◽

Workplace Friendship

Orientation: Employees’ psychological attachment to their organisation remains an important topic of inquiry for organisations concerned about improving their talent management practices for the purpose of retaining valuable human capital.Research purpose: The aim of the study was to explore the constructs of job-embedded sacrifice, workplace friendship and career concerns as potential underlying explanatory mechanisms of employees’ affective, continuance and normative commitment towards the organisation. Organisational attachment theory was utilised as theoretical framework to study the relations among the variables.Motivation for the study: The notion of job-embedded sacrifice, workplace friendship, career concerns as explanatory mechanisms of employees’ affective, continuance and normative commitment in the South African higher education context is under-researched, and especially from the perspective of organisational attachment theory.Research approach/design and method: A non-probability convenience sample (N = 200) of academic and administrative staff members employed in a South African higher educational institution participated in the study. A cross-sectional, quantitative research design approach was followed. Multiple regression analysis was performed.Main findings: Person–job sacrifice positively predicted affective, continuance and normative commitment. Perceptions of friendship opportunity accounted for the variance in affective commitment. High levels of work–life adjustment career concerns accounted for higher levels of affective and normative commitment.Practical/managerial implications: Addressing the underlying psychological needs espoused by employees’ perceptions of person–job sacrifice, friendship opportunity and work–life adjustment concerns are important to consider in human resource talent management practices. The constructs speak to employees’ sense of employment security which influences their organisational commitment.Contribution/value-add: The study extends organisational attachment theory by offering insight into the role of person–job sacrifice, friendship opportunity in the workplace and work–life adjustment concerns in explaining employees’ organisational commitment. The new insights inform human resource retention practices for academic and administrative staff members in the higher education environment.

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Exploring the causal relationship between the antecedents and consequences of talent management for early career academics in South African higher education institutions

SA Journal of Human Resource Management ◽

10.4102/sajhrm.v16i0.912 ◽

2018 ◽

Vol 16 ◽

Cited By ~ 1

Author(s):

Dorcas L. Lesenyeho ◽

Nicolene E. Barkhuizen ◽

Nico E. Schutte

Keyword(s):

Higher Education ◽

Causal Relationship ◽

South African ◽

Management Practices ◽

Talent Development ◽

Talent Management ◽

Early Career ◽

Management Support ◽

Organisational Commitment ◽

Antecedents And Consequences

Orientation: South African public higher education institutions (HEIs) are facing significant challenges to attract and retain quality early career academics. Therefore, the need exists to explore the potential antecedents and consequences of effective talent management practices for early career academics.Research purpose: The objective of this study was to explore the causal relationship between the antecedents (i.e. talent attraction; management support) and consequences (organisational commitment; intention to quit) for early career academics employed in selected South African public HEIs.Motivation for the study: Research using a holistic approach for the effective talent management of early career academics is lacking.Research approach/design and method: Quantitative data were gathered by administering a Talent Attraction Tool, a Talent Development Measure, a Talent Retention Diagnostic Tool and the Organisational Commitment Measure, using a sample of early career academics in public South African HEIs (N = 117).Main findings: The results showed that management support, talent development, compensation and recognition, and satisfaction with institutional practices significantly enhances the organisational commitment of early career academics and reduces their turnover intentions.Practical/managerial implications: The results highlight the importance of management support in enhancing the effective application of talent management practices among early career academics. Higher education managers are encouraged to implement talent development opportunities and adequate compensation and recognition practices to retain early career academics.Contribution/value-add: The research provides useful information on how talent management practices can be effectively applied to enhance the commitment and retention of early career academics.

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An audit of employee commitment to enable leaders to manage organisational talent

Journal of Governance and Regulation ◽

10.22495/jgr_v3_i3_c1_p6 ◽

2014 ◽

Vol 3 (3) ◽

pp. 128-133 ◽

Cited By ~ 7

Author(s):

Ophillia Ledimo ◽

Nico Martins

Keyword(s):

South African ◽

Quantitative Study ◽

Management Practices ◽

Business Processes ◽

Employee Commitment ◽

Talent Management ◽

Manufacturing Companies ◽

Organisational Commitment ◽

Random Sample Size ◽

Management Interventions

Leaders in motor manufacturing companies are faced with the challenge of talent attraction, development and retention due to constant changes in manufacturing technology. Yet, these leaders are expected to recruit, train and retain specialist skills due to the highly specialised nature of their manufacturing business processes. Another threat faced by these leaders is the loss of skilled talent to their competitors. These challenges have, therefore, created the need to audit employee commitment in a manufacturing organisation in order to enable leaders to initiate talent management practices. It is against this background that this paper poses the question: What is the nature of organisational commitment of manufacturing employees for leaders to be able to manage talent? This question was addressed through a quantitative study of organisational commitment dimensions. The main objective of this study was to audit the organisational commitment dimensions (as measured by Meyer and Allen’s Organizational Commitment Scale) within a manufacturing organisation. The data was collected using a survey on a random sample size of N=371, all of whom were employees of a South African motor manufacturing organisation. The results of this study indicate that there are significant differences between organisational commitment dimensions namely; affective, normative and continuance commitments. These findings provide valuable information to assist leaders to propose talent management interventions vital for organisational talent attraction, development and retention

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