Effect Of Talent Management Research Articles

The Effect of Talent Management on Employee Satisfaction and Performance in Manufacturing Companies in Indonesia

This study investigates the impact of talent management on employee satisfaction and performance in manufacturing companies in Indonesia. A quantitative approach was adopted, involving a sample of 150 employees from various firms. Data were collected using a structured questionnaire based on a Likert scale (1-5) and analyzed using Structural Equation Modeling-Partial Least Squares (SEM-PLS 3). The results reveal that talent management significantly and positively influences both employee satisfaction and performance. Additionally, employee satisfaction mediates the relationship between talent management and performance, further enhancing the positive impact. These findings highlight the importance of comprehensive talent management strategies for improving employee outcomes in the manufacturing sector. Practical implications for human resource management and organizational competitiveness are discussed, with a focus on employee development, recognition, and performance improvement.

Effect of Talent Management, Work Commitment, and Readiness to Change on the Performance of State Civil Apparatus at the Deli Serdang Regency Land Office with Work Stress as an Intervening Variable

Effect of Talent Management, Work Commitment, and Readiness to Change on the Performance of State Civil Apparatus at the Deli Serdang Regency Land Office with Work Stress as an Intervening Variable

The effect of talent management on competency development in the context of public-sector universities K.P.K, Pakistan: The buffering role of organizational culture

In the 21st century, scholars have had a lot of debate about the penetration of talent management that’s lead to quality education and research in universities. Modern institutions are under a lot of pressure to change, stay competitive and scarcity of talent management in the context of non-western countries such as Pakistan. This has resulted in the emergence of talent management. The aim of this research was to assess the impact of talent management on the competency development in public universities of K.P.K Pakistan. In this research, distributed questionnaires were 475, in which 378 were the usable questionnaire, and 79.57% response rate were calculated for the required study. The results depicts that there is positive relationship among the variables. Regression analysis confirms that talent management has a significant impact on employee competency development. Moreover, the results obtained through multiple hierarchical regression showed that talent management has a positive and significant impact on competency development. Further, it was also confirmed that organizational culture has a insignificant moderating impact on the relationship of Competency development and talent management. The findings have significance for researchers and academics in terms of aligning talent management strategies with organizational strategic goals and developing employee engagement standards in order to overcome the challenges of implementing talent management techniques at public universities of K.P.K.
 Keywords: Talent management, Organizational culture, Competency development.

The Effect of Talent Management, Human Resource Practices and Organizational Performance

The Effect of Talent Management, Human Resource Practices and Organizational Performance

The Effect of Talent Management, Performance Allowances, and Self Awareness on the Performance of Employees at the Regional Office of the National Land Agency in North Sumatera Province with Employee Well-Being as an Intervening Variable

This study aims to examine the influence of talent management, performance allowances, and self-awareness on the performance of employees at the Regional Office of the National Land Agency in North Sumatera Province through employee well-being. This study used a quantitative and descriptive research design. The population of this study consists of employees working at the Regional Office of the National Land Agency in North Sumatera Province, with a sample size of 114 employees. The data analysis technique used was structural equation modeling (SEM) with Smart PLS version 4.0 as the analysis tool. The results of the study indicate that: (1) talent management has a positive but insignificant effect on employee well-being; (2) talent management has a positive and significant effect on employee performance; (3) performance allowances have a positive and significant effect on employee well-being; (4) performance allowances have a positive and significant effect on employee performance; (5) self-awareness has a positive and significant effect on employee well-being; (6) self-awareness has a positive and significant effect on employee performance; and (7) employee well-being has a positive and significant effect on employee performance. Furthermore, the results also reveal that (8) talent management has a positive but insignificant effect on employee performance through employee well-being as an intervening variable, (9) performance allowances have a positive and significant effect on employee performance through employee well-being as an intervening variable, and (10) self-awareness has a positive and significant effect on employee performance through employee well-being as an intervening variable. Keywords: Talent management, performance allowances, self-awareness, employee well-being, and employee performance.

The Effect of Talent Management and Knowledge Management on Employee Performance at TVRI Est Sumatra Province

This study to test talent management on employee performance totest knolege management on rmployee performance. This study was conducted at TVRI, west Sumatera Province. This type of research was quantitative. The sampling method used a total sampling of 57 saturated samples. The sources of this data are primary data and secondary data. The data analysis techniques used are validity, reliability, descriptive analysis, normality test, multicolinearity test, heteroscedasticit y test, multiple regression analysis, and t test. The results show that talent management has a positive and significant effect on employee performance and knowledge management has a positive and positive and significand effect on employee performance, it can be concluded that talent management is accepted and knowledge management is accepted

THE EFFECT OF TALENT MANAGEMENT ON NURSES' PERCEPTIONS OF WORK MOTIVATION AND ORGANIZATIONAL TRUST

This study was conducted to determine the Effect of Talent Management on Nurses' Perceptions of Work Motivation and Organizational Trust. In this context, data obtained from all nurses working in ministry of health hospitals and university hospitals in Ankara were evaluated. For the data, the talent management practices scale consisting of 7 sub-dimensions (attraction, selection and placement, commitment, retention, training, rewarding, talent pool), nurse work motivation scale consisting of 25 factors and the organizational trust scale, which consists of 3 sub-dimensions (trust in the institution, trust in colleagues, trust in the manager) was used. As a result of the research, nurses' perceptions of talent management were found to be moderate (x=3,146), their perceptions of work motivation (x=3,839) and organizational trust perceptions (x=3,566) were found to be higher than the average. According to the findings, nurses' perceptions of talent management, work motivation and organizational trust have positive correlation to each other. The perception of talent management of nurses working in the ministry of health was found to be higher than those in the university. It has been concluded that the nurses working at the university trust their institution more than the ministry of health. The effect of talent management on work motivation was found to be higher in university hospitals. On the other hand, it has been concluded that the effect of talent management on organizational trust is higher in ministry of health hospitals.

The Effect of Talent Management on the Performance of the Banks and the Commitment of the Employees

Talent management is a ceaseless process by which it ensures that talented people are placed in the right position. In addition, they are maintained and developed effectively. The study tried to investigate the outcome of talent management on employee performance and commitment of Commercial Bank in Bangladesh. It also examines how the level of commitment of bank employees contributes to the bank’s performance. At first, the independent variables were talent management and the dependent variable were optimum performance and career commitment. Secondly, the independent variable was career commitment and dependent variable was the performance of the banks. The sample for this study was 100 employees of different commercial banks. Primary data was collected in the study through the use of questionnaires. The SPSS statistical software 26.0 and Smart PLS 3.2.9 versions were used to perform these statistical analyses. The findings of this research show that there are significant relationships among talent management, the performance of the banks and the commitment of the employees.

The Effect of Talent Management and Knowledge Management on Employee Performance at TVRI Est Sumatra Province

This study to test talent management on employee performance totest knolege management on rmployee performance. This study was conducted at TVRI, west Sumatera Province. This type of research was quantitative. The sampling method used a total sampling of 57 saturated samples. The sources of this data are primary data and secondary data. The data analysis techniques used are validity, reliability, descriptive analysis, normality test, multicolinearity test, heteroscedasticit y test, multiple regression analysis, and t test. The results show that talent management has a positive and significant effect on employee performance and knowledge management has a positive and positive and significand effect on employee performance, it can be concluded that talent management is accepted and knowledge management is accepted

The effect of talent management on the job satisfaction and organizational commitment of nurses.

To determine the effect of talent management on job satisfaction and organizational commitment of nurses and the mediating role of job satisfaction. Talent management plays a critical role in attracting, developing, and retaining nurses and is effective in the formation of job satisfaction and organizational commitment. This correlational study sample consisted of 482 volunteering nurses who were selected through a convenience sampling method. Data were collected using an information form, the Talent Management Scale, the Minnesota Satisfaction Questionnaire, and the Organizational Commitment Scale. The data were analyzed using descriptive statistics, Pearson correlation analysis, single linear regression, and hierarchical regression analysis. The Baron and Kenny model was used to determine the mediation effect. Talent management affected the intrinsic, extrinsic subdimensions of job satisfaction and the total score and the affective commitment, normative commitment, and continuance commitment significantly and positively. Job satisfaction had a full mediating role in the effect of talent management on affective commitment and continuance commitment and a partial mediating role in affecting normative commitment. Talent management in organizations can increase nurses' job satisfaction and organizational commitment and nurses' job satisfaction can play a mediating role in the effect of talent management on organizational commitment. This study demonstrates that nurse managers and decision-makers should adopt talent management practices in nursing. Desired results such as nurses' job satisfaction and organizational commitment can be achieved by focusing on the development of nurses' talents.

The effect of talent management and leadership styles on firms’ sustainable performance

PurposeThis study aims to develop a framework that examines how different leadership styles influence talent management (TM) and how these leadership styles and TM influence firms’ sustainable performance considering the moderating role of environmental dynamism.Design/methodology/approachTo achieve these objectives, an empirical survey was conducted among 480 participant firms in Greece. Hierarchical regression was performed to test the hypotheses.FindingsThis study reveals the significance of authoritative and transformational leadership on TM. The results also show the positive effect of talent development on sustainability. Moreover, entrepreneurial leadership is found to be the most influential style for economic sustainability, whereas transformational and transactional leaderships are the most influential leadership styles for social and environmental sustainability performance.Research limitations/implicationsThe data was collected at only one point in time, while sustainability is a continuous process. Moreover, only four leadership styles were addressed.Practical implicationsProper leadership style should be selected to facilitate different sustainability dimensions. Talent development is a valuable investment toward sustainable performance of firms.Originality/valueThis study contributes to the upper echelon theory, identifying whether and how different leadership styles affect TM and sustainability. The study also advances the human recourse development literature by critically reviewing and identifying the influence of TM on firms’ sustainable performance. Moreover, the role of environmental dynamism is revealed on all the above relationships.

PENGARUH PENGEMBANGAN SDM TERHADAP KOMPETENSI KARYAWAN YANG BERDAMPAK PADA EFEKTIVITAS ORGANISASI DI INDUSTRI AIR MINUM

Drinking water is the livelihood of many people, therefore in order to meet these needs, the drinking water management industry must be able to provide an excellent services in every aspect of quality, quantity and continuity. To achieve this goal, the organizational need a competent employees, so they could run the company effectively. Therefore, this study aims to examine the effect of human resource development programs that is training, talent management, and performance management on competencies that have an impact on organizational effectiveness in the drinking water management industry. The sampling method is purposive sampling, that have 252 sample of employees who work in drinking water management industry. This type of research is deductive with data collection by distributing questionnaires. The analytical method used is the Structural Equation Model (SEM). The results of these study conclude that there is an effect of training on competencies, there is an effect of talent management on competencies, there is an effect of performance management on competencies, and there is an effect of competent employees to an organizational effectiveness. The role of employee competence as a media variable has been proven to influence the role of training, talent management, and performance management to increase organizational effectiveness. The implication of this research is that a leaders should provide training and development to improve their employee competencies, so that they can increase organizational effectiveness in order to improve services to the community in terms of drinking water services

The effect of talent management and human capital on sustainable business performance: an empirical investigation in Malaysian hospitals

PurposeThis paper aims to examine the mediating role of human capital on the talent management in hospitals’ sustainable business performance in the health-care sector of Malaysia.Design/methodology/approachThe study used a quantitative approach, with an initial sample of 174 Malaysian hospitals. The theoretical framework was based on previous studies of talent management (TM), human capital (HC) and sustainable business performance (SBP). Partial least squares-structural equation modelling (PLS-SEM) was used to test the study’s hypotheses.FindingsTalent management mindset (TMM), but not talent management strategy (TMS), has a significant relationship with HC and SBP. HC has a significant direct relationship with SBP, and also mediates the relationship between TMM and SBP but not between TMS and SBP.Research limitations/implicationsThis work is one of a limited number of studies to empirically address TM, HC and SBP in this context. The study is limited to Malaysian hospitals. It provides theoretical contributions by broadening the knowledge of HC, TM and the multifocal perspective of hospitals’ SBP, a relevant but underexplored issue, offering several avenues for future research.Practical implicationsThe findings have beneficial practical implications for both policy makers and managers. First, focusing on talented people will directly improve sustainable performance in the Malaysian health sector. The findings also have important theoretical implications both for Malaysia and countries in similar situations. The study will serve as a reference point for such countries in trying to understand factors influencing SBP.Originality/valueThis is the first study to examine the mediating effect of HC on the relationship between talent management and hospitals’ sustainable business performance in Malaysia, or worldwide.

Peningkatan Kinerja Karyawan Berbasis Talent Management dan Knowledge Management

Talent management and knowledge management are important forces in improving employee performance. This study aims to determine and prove the effect of talent management and knowledge management on employee performance either partially or simultaneously. The method used in this research is a survey method with associative research type. Population and sample in this research are permanent employees of PT. Sinjaraga Santika Sport Majalengka as many as 88 people. Data was collected through a questionnaire in the form of a list of statements, the method of data analysis used multiple regression analysis. The results of this study indicate that talent management and knowledge management have a positive and significant effect on employee performance either partially or simultaneously.

Peningkatan Kinerja Berbasis Manajemen Bakat, Servant Leadership Dan Komitmen Organisasi

This study aims to analyze the effect of talent management and servant leadership on HR performance through organizational commitment. The population in this study were all employees of PSDA-ESDM Semarang. The sampling technique using purposive random sampling is a sampling technique that uses certain criteria or considerations. Samples taken were 84 respondents, with a research instrument in the form of a questionnaire. Data analysis uses multiple linear regression. The results showed that talent management had a positive and significant effect on organizational commitment, Servant leadership had a positive and significant effect on organizational commitment. Talent management has a positive and significant effect on HR performance. Servant leadership has a positive and significant effect on HR performance. Organizational commitment has a positive and significant effect on HR performance. Organizational commitment is not able to mediate the influence of talent management and servant leadership on HR performance.

The Effect of Talent Management on Employees’ Retention: A Study Among Professional Workers of Government Linked Companies in Malaysia

Talent becomes the most powerful source of competitive advantage in today's global business climate. Researchers, top management as well as HR experts have always brought up talent management and employees’ retention to discuss its significance. Thus, the aim of this research was to determine the relationship between talent management practices and employees’ retention among professional workers of Government-linked companies (GLC) in Malaysia. Two core talent management practices tested in this study were performance management and rewards and compensations. This study was a correlational research. A total number of 140 professional workers were identified from these GLCs and census sampling technique was applied. The questionnaires distributed personally to the respondents. Pearson Correlation was used to determine the relationship between variables and regression analysis method to test the hypothesis. Results indicated that both talent management practices have positive correlations on employees’ retention. However, multiple regressions analysis shows only performance management effect positively on employees’ retention. The limitations of the study include a small sample size, (N= 140) and was not longitudinal in nature and could be limited to generalizability to other samples. This study provides an in-depth understanding on the implementation of talent management practices in retaining talent among professional workers. This study proves the significance of talent management practices for GLCs by providing further insight for organizations on how to adapt their talent management practices and fitting in different industries as well. The future direction is proposed to expand the research diameter to further explore the different dimensions of talent management.

The Effect of Talent Management, Knowledge Management and Work Culture on the Performance in the Survey Unit Centre of Hydrography and Oceanography Indonesia Naval (Pushidrosal)

The purpose of this study was to determine whether talent management, knowledge management and work culture have a significant influence on organizational performance. The research method used is explanatory research conducted quantitatively. In order to obtain complete and relevant data, in addition to primary data in the form of surveys, researchers also use secondary data. The author took a sample of 100 members of the PT X survey unit. Data were collected using a questionnaire in the form of a list of questions. The data analysis method used is Partial Least Square (PLS). The results of this study indicate that talent management does not have a significant effect on organization performance. Knowledge management has a positive and significant effect on organization performance. Work Culture has no significant effect on organization performance. Talent management, knowledge management and work culture together have a significant effect on organization performance. Suggestions given in this research are that the organization must consistently and continuously provide understanding to personnel, in order to use the opportunities given by the organization to improve competence and qualifications through education and training. Personnel must also ensure that improvements in the quality of work results come from education and training. By improving talent management practices, knowledge management and work culture it is hoped that it can improve organizational performance and achieve company goals.

The moderating influence of managers strategic thinking on the effect of talent management on organization core competency

The moderating influence of managers strategic thinking on the effect of talent management on organization core competency

Validating the effect of talent management on organisational outcomes with mediating role of job empowerment in business

Validating the effect of talent management on organisational outcomes with mediating role of job empowerment in business

Yetenek Yönetiminin Çalışanların İş Tatminine Etkisinde Algılanan Örgütsel Desteğin Düzenleyici Rolü1 (The Moderator Role of Perceived Organizational Support in the Effect of Talent Management on Employees Job Satisfaction)

Purpose – The main purpose of this research is to determine whether perceived organizational support has a moderator role in the effect of talent management on employees' job satisfaction. Design/methodology/approach – The data of the research were obtained using the online survey method from 324 employees in businesses that apply talent management in Ankara province. SPSS 23.0 and Lisrel 8.8 package programs were used in the entry and analysis of the data. In this research; validity, reliability, correlation, linear and hierarchical regression and one-way analysis of variance (ANOVA) were made. Findings – As a result of this research, it has been determined that talent management has a significant and positive effect on job satisfaction and perceived organizational support; perceived organizational support has a moderator role in the effect of talent management on employees' job satisfaction. Discussion – In today's conditions where competition is increasing and resources are scarce, investing equally for all employees is no longer seen as the right approach. Therefore, businesses differentiate their employees according to their abilities and invest more in talented employees. These investments, which provide significant advantages to talented employees increase their job satisfaction. In addition, businesses value talented employees and their contribution to the business and therefore provide financial and socio-emotional support to them. Such support provided to talented employees further increases their job satisfaction.