Abstract
Globalization transformed the employment landscape where talent becomes a new differentiator. It appears that managing and retaining talent is the biggest tenacious task that organizations are facing lately. Hence, implementation of talent management strategies, particularly engaging talent development practices has become a lifesaver to retain employees in the organizations. However, talent development getting its least importance since it has been embedded into talent management, lacking a specific focus to this function. The purpose of this study, therefore, is to examine the relationship between talent development practices and intention to stay among employees. A structural equation model was developed and tested on 287 respondents from selected Malaysian private healthcare organizations using self-administered questionnaires. With a response rate of 79.72%, the result indicated a positive significant relationship between talent development practices and intention to stay among employees.
Highlights
The 21st century marks a new era in the employment landscape where the significance of the unequivocal value of talent as a competitive weapon rise (Ott, Tolentino, & Michailova, 2018; Tlaiss, Martin, & Hofaidhllaoui, 2017)
Results of the Tests of the Hypotheses The research tested the direct relationships of training development and career development effects on intention to stay
The following hypotheses were tested: H1: There is a positive relationship between training development and intention to stay
Summary
The 21st century marks a new era in the employment landscape where the significance of the unequivocal value of talent as a competitive weapon rise (Ott, Tolentino, & Michailova, 2018; Tlaiss, Martin, & Hofaidhllaoui, 2017). The swift increase of businesses leads to talent shortages where most of the organizations struggle to fill and retain their employees (Alferaih, Sarwar, & Eid, 2018). According to the Manpower Group's 2018 Survey, talent shortages for global firms in 2018 peaked at 45%, an increase of 5% over 2017 as employers find it increasingly difficult to fill vacancies and retain employees. Managing and retaining the workforce to sustain business competitiveness is the foremost priority to an organization and talent management as a new mechanism gains its high recognition for overcoming talent issues in the market. This is of high significance to the healthcare industry. Retaining talents in this industry which is best characterized as a technical industry is of paramount importance to the healthcare organizations since health is a concern to everyone and provision of quality services has become success formula to many organizations to stay competitive in the market
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