Talent Management Practices, Employee Engagement, Employee Retention; Empirical Evidence from Malaysian SMEs

2021 ◽  
Vol 39 (10) ◽  
Author(s):  
Fadillah Ismail ◽  
Heng Ka Ka ◽  
NG Wee Fern ◽  
Muhammad Imran
Keyword(s):  
Employee Engagement ◽  
Quantitative Research ◽  
Employee Retention ◽  
Business Performance ◽  
Management Practices ◽  
Talent Management ◽  
Business Environment ◽  
Beneficial Impact ◽  
The Relationship ◽  
Self Administered Questionnaire

The aim of this research is to investigate the relationship between talent management practices, employee engagement, and employee retention in the small and medium-sized enterprises (SMEs) in Malaysia. To assess the current issues in the industry, a researcher performed a study of relevant themes and subjects in the most recent literature. The above research utilizes a framework to analyze the business environment, while also providing insight on how to employee retention and employees engagement. A study on quantitative research was done. A self-administered questionnaire is used in this study. In this study, convenience sampling methods were employed. A total of 55 employee answered the surveys correctly. This research was analyzed using SPSS version 26. According to the findings of the study, talent management practices have a beneficial impact on employee engagement and retention. Talent management practices contribute for 74.3 percent of employee engagement, and it is expected to improve by 92 percent if talent management is indicated. Talent management practices, on the other hand, accounted for 74.3 percent of employee engagement and are projected to grow by 92 percent if talent management is implemented in a business. The relevant conclusion from the study into talent management practices may have a beneficial impact on employee engagement and retention, allowing the organization to achieve business performance.      

scholarly journals RELATIONSHIP BETWEEN TALENT MANAGEMENT PRACTICES AND ORGANIZATIONAL PERFORMANCE IN ISLAMIC BANKS IN KENYA

2020 ◽  
Vol 8 (3) ◽  
pp. 98-114
Author(s):  
Moza Abdallah Soud ◽  
D. A. Ogolla ◽  
S Mureithi
Keyword(s):  
Organizational Performance ◽  
Employee Retention ◽  
Management Practices ◽  
Talent Management ◽  
Multivariate Regression Analysis ◽  
Business Environment ◽  
Islamic Banks ◽  
Team Leaders ◽  
Highly Able ◽  
The Relationship

Stringent business environment, shareholders’ expectations on financial returns and the realization of companies’ goals are some of the factors that have led to team leaders embracing talent management initiatives at various places of work. Innovation, demographic changes, competition and the advancement in technology have made leaders lose highly able and skilled staff to their rivals. To minimize losing competent staff, organizations must set aside sufficient resources and time to embed talent management initiatives across their firms. The purpose of this study was to examine the relationship between talent management practices and organizational performance in Islamic banks in Kenya. The researcher adopted the following factors: recruitment, selection, learning & development and employee retention to examine their impact on organizational performance. The study targeted 100 respondents from the three Islamic banks in Kenya and used multivariate regression analysis to examine the relationships between the study variables. The researcher concludes that the three independent variables; recruitment, selection and learning & development strongly impact organizational performance but not for employee retention which has no impact on organizational performance. Therefore, if these organizations are to achieve their desired objectives, they must adequately address the factors identified in this study.

Employee Experience Design

2020 ◽  
pp. 110-127
Author(s):  
Nitu Ghosh ◽  
Urmila Itam
Keyword(s):  
Human Capital ◽  
Employee Engagement ◽  
Management Practices ◽  
Business Environment ◽  
Experience Design ◽  
Qualitative Survey ◽  
The Individual ◽  
Hr Managers ◽  
Employee Experience ◽  
The Relationship

The philosophy of employee experience has been advocated as an effective tool to achieve the highest level of employee engagement in a business environment characterized by increased dynamism in workforce demography, psychography, competencies, and expectations. Employee experience encapsulates the overall journey of an employee in an organization from hire to exit, encompassing their experiences, what they feel, do, and achieve from the company. It is a comprehensive view of the relationship shared and experienced between the individual and the organization right from the application stage to stage they join the alumni group after their exit. The chapter explores this new philosophy in current human capital management practices that aims at revamping the HR practices and policies so as to create an experience that provides the highest level of engagement. Based on content analysis qualitative survey of various HR managers, opinions and new age thoughts in HRM practices has been highlighted in this chapter, giving an innovative dimension to HRM.

scholarly journals The Influence Of Women Leaders And Their Leadership Style On Employee Engagement Through Talent Management As Mediating Variable

2021 ◽  
Vol 12 (3) ◽  
pp. 3377-3388
Author(s):  
Dwi Putra Budi Setia Et.al
Keyword(s):  
Women Leaders ◽  
Employee Engagement ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Management Practices ◽  
Talent Management ◽  
Service Industries ◽  
Transactional Leadership Style ◽  
The Impact ◽  
The Relationship

This research aims to investigate the impact of transformational & transactional leadership style towards employee engagement mediated by talent management practices among subordinates with woman as their direct superiors. As the research was conducted during pandemic Covid-19, questionnaires were distributed through online. The method of purposive sampling was adopted to make sure that certain criteria was met before the respondents were deemed to be eligible in filling up the questionnaires. In the end, 117 questionnaires were returned, in which 64% came from manufacturing and mineral industries (majority in oil and gas), while another 36% came from service industries (majority from public sector and trading). The analysis of multiple regression was performed towards the data in addition to use the mediation analysis proposed by Baron & Kenny. The study found that both leadership style was indeed practiced by women leaders. However, results suggested that partial mediation exists in the relationship between transformational leadership style towards employee engagement. While full mediation was supported in the relationship between transactional leadership style towards employee engagement.

scholarly journals The Role of Talent Management in the Relationships between Employee Engagement: A Study of GLCs

2018 ◽  
Vol 150 ◽  
pp. 05060 ◽  
Author(s):  
Afdzal Aizat Ramli ◽  
Aerni Isa ◽  
Nur Lyana Baharin ◽  
Hazril Izwar Ibrahim
Keyword(s):  
Employee Engagement ◽  
Management Practices ◽  
Management Practice ◽  
Talent Management ◽  
Partial Least Square ◽  
Least Square ◽  
Business Competitiveness ◽  
High Level ◽  
The Relationship

Talent management practice is crucial in relating the potential talent. The GLCs need to have a potential talent in order to continue the value creation for business competitiveness. Moreover, talent that possesses high level of commitment and engagement will add value in the organization. This study aims to examine the relationship between talent management practices and employee engagement of employees at GLCs. The sample included 230 employees, which were selected randomly. For this study the method for data collection uses a structured questionnaire and were analyzed using partial least square. The hypothesis in this study is accepted whereby on the empirical evidences, it proves the relationship between talent management practices and employee engagement‥

scholarly journals Integrative Leadership is a Precursor of Engagement of Bank Employees in Pakistan

2017 ◽  
Vol 7 (3) ◽  
pp. 257
Author(s):  
Sanober Salman Shaikh ◽  
Chiraprapha Akaraborworn
Keyword(s):  
Employee Engagement ◽  
Quantitative Research ◽  
Sampling Method ◽  
Final Analysis ◽  
Foreign Banks ◽  
Private Banks ◽  
Bank Employees ◽  
The Difference ◽  
Integrative Leadership ◽  
The Relationship

The purpose of this study was twofold: to examine the relationship and determine the predictive power of integrative leadership on employee engagement. To achieve the mentioned objectives, the quantitative research method was employed and data was collected through survey questionnaire from 1000 operational employees of all 21 private banks in Pakistan. The sample of 819 respondents was utilized for final analysis. Two stage sampling method was performed; non- probability sampling and stratified random sampling. The data analysis was done by use of correlation and multiple regression. The result indicated a positive correlation among all of the nine constructs of integrative leadership with employee engagement and the six constructs of integrative leadership significantly predicted employees’ engagement in private banks in Pakistan. Additionally, analysis of variance was performed to assess the differences in employee engagement among the respondents’ demographic characteristics. The ANOVA result showed that the employees working in a conventional and Islamic bank and age 49 and above group, predicted a difference only in the satisfaction dimension of employee engagement. Furthermore, the current bank experience indicated the difference in overall employee engagement. This study adds value to the literature as it contributes empirical evidence on integrative leadership and employee engagement. This study can be helpful for private banks, also for public & foreign banks and other organizations in Pakistan in adopting integrative leadership for enhancing employee engagement. 

scholarly journals An Analysis of the Relationship Between Job Satisfaction and Employee Engagement

2017 ◽  
Vol 55 (2) ◽  
pp. 243-262 ◽  
Author(s):  
Anton Vorina ◽  
Miro Simonič ◽  
Maria Vlasova
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Business Performance ◽  
Modern World ◽  
P Value ◽  
Significance Level ◽  
The Public ◽  
Significant Difference ◽  
And Gender ◽  
The Relationship

AbstractThis paper examines the relationship between employee engagement and job satisfaction. People spend most of their time at work, and their motivation is considered to be an important factor for job performance. Enthusiastic employees, who focus their efforts on achieving their companies′ goals are a key competitive advantage in the modern world. The effect of employee engagement on business performance has been studied by various experts. They found out the similar conclusion: “the more enthusiastic the workers are, the better operating results they achieve for the company”. An occasional sample of 594 respondents who are employed in the public and non-public sector in Slovenia was used for the purpose of this study. The main goal of the research is to determine whether (and how) the employee engagement influences job satisfaction. A written survey was conducted from 4 January 2016 to 14 March 2016. IBM SPSS 20 was used for the statistical analysis. The results confirm that the relationship between employee engagement and job satisfaction is positive and statistically significant (5 % significance level), based on the linear regression F (1, 583) =296.14, p-value = 0.000, R-square = 0.337. The results also show that there is no statistically significant difference between employee engagement and gender and there is no statistically significant difference between job satisfaction and gender.

scholarly journals Influence of Talent Management Practices on Turnover Intent among Research Scientists at the National Museums of Kenya (NMK), Nairobi.

2019 ◽  
Vol 8 (1) ◽  
pp. 1-19
Author(s):  
Nicholas Ochieng' Ojwang'
Keyword(s):  
Employee Engagement ◽  
Social Exchange ◽  
Employee Turnover ◽  
Management Practices ◽  
Talent Management ◽  
Turnover Intent ◽  
Extensive Literature ◽  
Study Results ◽  
National Museums ◽  
Research Scientists

Human talent represents a source of competitive advantage. Yet the very people organisations would want to retain are the ones most likely to leave. What determines employee turnover is a vital question to organisations facing business continuity challenges. Through the prism of the Human Capital and Social Exchange theories, this study aimed at examining the influence of Talent Management practices on turnover intent among Research Scientists at the National Museums of Kenya, Nairobi. Data was collected by means of a structured questionnaire formulated based on extensive literature review. The study targeted 128 employees designated as Research Scientists at the time of conducting this study. Results indicate very high levels of engagement among Research Scientists at NMK. Though respondents understand how their performance is evaluated, the link between pay and performance appears unclear to them. Ample learning and growth opportunities do exist but identification of training needs is not methodical. The study also revealed a clear dissatisfaction with the total compensation package. Although majority of respondents believed that advancement opportunities existed, they were less confident regarding existence of equal opportunity for such advancement. Regression analysis of results indicated that of the six independent variables studied, only employee engagement had significant relationship with employee turnover intent. The study concludes that employee engagement is a critical factor in keeping employees in the organisation. It is recommended that NMK develops effective retention strategies to ensure that Research Scientists remain engaged and committed. An integrated rewards scheme incorporating non-financial factors, career development and work-life balance should form part of the strategy. In addition, a formalised induction program as well as a systematic learning and development scheme with individualised plans needs to be put in place.

scholarly journals Impact of Talent Management on Employees’ Work Outcomes

sjesr ◽  
2021 ◽  
Vol 4 (1) ◽  
pp. 405-415
Author(s):  
Muhammad Shafique ◽  
Dr. Muhammad Zia-ur-Rehman
Keyword(s):  
Employee Engagement ◽  
Management Practices ◽  
Banking Sector ◽  
Positive Impact ◽  
Employee Performance ◽  
Talent Management ◽  
Mediation Effect ◽  
Work Outcomes ◽  
Time Data ◽  
Cross Sectional

The study focuses on empirically examining the relationship of talent management (TM) on employee performance and quit intention.  Further, by taking into account business strategy, the research also culls out the sequential mediation effect of talent management and employee engagement on employee work-related outcomes in the banking sector of Pakistan. Data were analyzed by employing Smart PLS (v.3.2.7) to empirically examine the conceptual model on 1095 talented employees, which were part and parcel of the Banking Sector of Pakistan. The core findings of the research paper are that the talent management practices have a positive impact upon the working of employees as well as quit intentions. Additionally, the study deduced that engagement at employees’ level might contribute partially as a mediation role in between employee work outcomes and talent management. The study employed cross-sectional one-time data collection, therefore its generalizability is suggested as limited with its scope. Human Resource personnel and OB practitioners can create a positive workplace culture in the organization by implementing talent management practices. The study makes value addition in the existing literature of talent management and explore new variable, which is affected by talent management.

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