Abstract
Counterproductive work Behaviors is certainly causes high economic costs for the organizations, psychological, and social costs as well That is why, it should be well-controlled or the organizations go to a great lost. Therefore many organizations have prioritized talent management to ensure they acquire, develop and retain the right staff. The main objective of this research is to test the impact of talent management on Counterproductive work Behaviors. The questioner was used as a tool to collect information from the study sample in the industrial companies in Jordan. The results showed that there is an impact of talent management, represented in (attract talent, talent retention, talent development and career succession) on Counterproductive work behaviors represented in (sabotage, withdrawal, Deviation in production, Theft, Bribery).
Highlights
In recent years, counterproductive work behaviors have received considerable attention from researchers, whereas it has shifted from studying desirable work behaviors to studying undesirable work behaviors.Increment in deviant behavior in organizations led to many problems and crises, which raised questions about ethics in the work framework and highlighting the need to understand these phenomena in order to prevent and address them
- There is statistical significant impact for talent management on sabotage is among counterproductive work behavior dimensions in industrial companies in Jordan
- There is statistical significant impact for talent management on withdrawal is among counterproductive work behavior dimensions in industrial companies in Jordan
Summary
Increment in deviant behavior in organizations led to many problems and crises, which raised questions about ethics in the work framework and highlighting the need to understand these phenomena in order to prevent and address them. The importance of counterproductive works behaviors and their impact on performance of employees and overall performance of organization. Organizations are more aware than ever that intellectual capital management and talents are critical to strategic success. Managing talented employees is one of the most important sources of success for organizations in a competitive market. Any specialized person who tracks the success of global organizations finds that their success lies not in the use of sophisticated technology and not in diversity of its funding sources, but the secret of its success lies in its possession of exceptional human resources and its good management of them.
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