Abstract
This study purposes of analyzing and develop the factors that affect talent managers' performance (Study on the food manufacturing industry in the Cikarang industrial area, West Java). The research design taken is a causal study that explains the relationship between variables and descriptive analysis that explains the data from the indicators and each variable's dimensions. The research object included 14 companies in the food processing industry with a sample of 269 talent managers. The research data is in the form of primary data obtained from filling out questionnaires by respondents. The analytical method used is descriptive statistics, namely percentage, average, and chi-square, using SPSS software and Structural Equation Modeling (SEM) utilize LISREL software. The results of the descriptive study concluded that organizational culture is good. However, organizational culture has not been fully implemented in managing human resources, especially talent managers, because there is still a decentralization process in each different department. Hence, the talent manager's performance is relatively good except for the reservation and reservation dimensions, standards for measuring talent performance. The conclusion of this study states that the proposed research model has not been proven to be successful. The novelty element of this study cannot prove all the hypotheses that have been established as a research model. Therefore it can see from two sides, namely the academic side, by looking at the results of research that reject the hypothesis (anomaly), namely: organizational culture has no effect on job satisfaction. talent manager, organizational culture does not affect HRM, transformational leadership does not affect talent manager performance, and HRM does not affect talent manager performance. The practical side of this research's novelty element is the conservation dimension of the talent manager performance variable, namely the attitude or activity of maintaining work peace, protecting or maintaining work facilities and infrastructure, which is an element of novelty that rejects what should be, likewise with the exciting dimension of transformational leadership, namely the process of stimulating subordinates to think creatively and innovatively.
Highlights
Companies need to assess the presence of talent managers as an important asset from the human resource side in an effort to develop business, including increasing company profits
Profiles Respondent Of the total 269 respondents who matched the research criteria, it was shown that the majority of respondents had a bachelor's degree (77.3%), were married (96.7%), had worked for more than four years (34.2%), had positions as managers low level (46.1%), and the majority came from PT YI (MyRoti) Join Venture AP (14.9%)
In assessing the performance of the conservation element, it was found that the talent managers were less active in maintaining the infrastructure in their work environment
Summary
Companies need to assess the presence of talent managers as an important asset from the human resource side in an effort to develop business, including increasing company profits. Talent managers still have weaknesses that result in disruption of performance as the final form of carrying out their obligations. A number of studies have been undertaken in an effort to examine the problems holding up talent managers. Talent manager is applied to employees who have managerial positions starting from the lowest managerial position (supervisor level) to the top-level manager position (senior manager level) [1]. Based on the performance appraisal in the form of KPI (Key Performance Indicators), it is known that determining the criteria for a person as a talent manager can be seen from various indicators, namely:
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