Abstract
This research aims to examine the intention of talented employees to leave an organization and discover how talent management practices could affect employee intention to leave an organization. This paper`s framework intends to outline the relationship between variables to present the idea of talent management practices and employee retention. The hypothesis was tested using a survey data set of 210 questionnaires collected from employees working in 82 ICT companies in Jordan to attain the research objectives. The collected data were analyzed using the SPSS program, and EMOS program, and basic and initial statistical techniques were applied. The results show that talent management practices significantly affect employee intention to leave an organization. Accordingly, whenever firms applied talent management practices, employee intention to leave decreases. The results demonstrated that attracting talented employees has emerged to have the strongest effect on decreasing employee intention to leave; however, developing and rewarding talented employees was revealed to have the lowest effect. Thus, the ICT firms’ managers have to generate specific training programs to reward and develop talented employees. AcknowledgmentThe publication is supported by the EU-funded Hungarian grant EFOP-3.6.3.-VEKOP-16-2017-00007 for the project entitled “From Talent to Young Researchers” – Supporting the Career-developing Activities of Researchers in Higher Education”.
Highlights
Human resources possessing adequate capabilities and skills are of critical importance in all organizations, regardless of the field of activity in which they work (Dajnoki et al, 2018; Wiwczaroski, 2016)
Eighty-two firms operating in the ICT sector in Jordan accepted the request to participate in this study. 250 questionnaires were distributed to the targeted sample, consisting of all the employees at different levels. 240 questionnaires were returned
Managers and top management in the ICT sector are required to be “talent leaders” who must be The results showed that ICT firms operating in aware of the relationship between talent and those Jordan have a high level of talented employees, inwho possess it to effectively develop their firm’s dicating that ICT firms pay great attention to talhuman capital
Summary
Human resources possessing adequate capabilities and skills are of critical importance in all organizations, regardless of the field of activity in which they work (Dajnoki et al, 2018; Wiwczaroski, 2016). Ever since the McKinsey group devised the phrase “the war for talent” in 1997 (Lewis & Heckman, 2006), the issue of Talent Management (TM) has gained interest from scholars and practitioners. TM is becoming a priority for organizations worldwide since they have realized its importance and its effects on performance (Cascio & Boudreau, 2016). Theron (2010) suggested that employee satisfaction and effective commitment often tend to lower worker intention to leave an organization. Bhatnagar (2008) wrote that good Human Resource Management (HRM) practices would create a good level of engagement, which will lead to a high level of retention Theron (2010) suggested that employee satisfaction and effective commitment often tend to lower worker intention to leave an organization. Bhatnagar (2008) wrote that good Human Resource Management (HRM) practices would create a good level of engagement, which will lead to a high level of retention
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