Talent Management and Work Engagement

 

Talent Management and Work Engagement

Talent management plays a crucial role in organizational development, particularly employee development. It consists of the planning process, employee recruitment, employee development, management, and compensation of employees (Dessler, 2015). Aljunabi (2014) added that talent management is indicated by several factors such as talent developments, talent culture recognition, policies, and leadership support. Meanwhile, employee engagement is a process for involving employees at all levels of the company, such as in the process of decision-making and solving company issues.

Besides, employee engagement can also increase the sense of belonging and responsibility for decisions by involving employees who are in direct contact with work (Tjiptono & Diana, 2003). Among several variables, talent management is one of the important aspects whose implementation must be considered by the companies. Talent management relates with employee engagement. Several studies by Hughes and Rog (2008); Aljunaibi (2014); Dhanalakshmi and Gurunathan (2014); Järvi and Khoreva (2019) showed that there is a positive and significant influence of talent management with employee engagement in the companies.

 

Work Engagement and Employee Performance

 

Mathis and Jackson (2006) remarked that performance is determined by ability, motivation, and environmental factors. Employee engagement is closely related to employee performance. (Carter et al. (2011) showed that there is a positive and significant relationship between self-efficacy and employee involvement with job performance. Also, confirmed that employee involvement has a significant impact on employee performance. organizations use different approaches to stay competitive and improve performance.

Work engagement is characterized by increased employee commitment and excellent organizational performance (Dessler, 2015). Work engagement is an important role to help each organization gain a competitive advantage compared to other human capital. It is one of the factors that cannot be imitated by competitors and is considered the most valuable asset if managed and used correctly (Anitha, 2014). This can be done by improving performance through increasing employee engagement with the company. If employees have a close attachment to the company and work, then employee will increase three general behaviours, namely, say, stay, and drive, which means employees will be more effective at work, loyal to the company, and strive to improve their performance.

 

Talent Management, Work Engagement and Employee Performance

 

Talent management is an important program that needs to be implemented by an organization. Talent management is essentially a series of processes carried out by the company to identify, develop, maintain, and place the right people at the right place. Talent management policies can influence work engagement and also improve performance.  (Gurunathan, 2014) proposed that talent management has a relationship with employee performance, and it is mediated by several factors, such as affection and work engagement as well as how they identify with the company. Besides, (Mohammed, 2016) remarked that talent management has a relationship with company performance through work engagement. Kamel (2019) noted that talent management is a business strategy in an organization, which potentially promotes organization accomplishment.

In other words, when worker or employee has particular competence that is difficult to be adopted by others, the organization will have a competitive advantage over competitors. The results prove that talent management influences company performance through employee involvement. Indeed, Dahshan et al. (2018) believed talent management influences hospital performance, while Al-Qeed et al. (2018) prove that talent management influences company performance through emotional intelligence.

 

Source: (Boyle M, 2009)

 

Talent Management and Employee Performance

 

Talent management is measured by talent development, recognition talent culture, policies, and leadership support (Aljunaibi, 2014). The finding of the research denoted that talent management had been delivered appropriately to nurses in Indonesia. Employees think that the hospitals where they work pay attention to their future career development and opportunities. Besides, nurses believed talent management optimized the best abilities, satisfied salary offered and benefits received. Furthermore, nurses do not want to change jobs; they are satisfied with the current workplace, they feel treated fairly, feel the work culture fits their conscience, they feel their quality of life is heeded, their aspirations are heard and cared for, even the leaders appreciate their performance. (Aljunaibi, 2014).

 

On the other hand, nurse performance indicated by the quality of work, quantity of work, timeliness, work effectiveness, and attendance showed that the performance of Indonesian nurses is ranked high. Nurses can complete work according to the standards set by the hospital and are willing to work more than the standard time set to deliver excellent services to patients.  also try to maintain the quality of service to patients, complete their duties and obligations as a nurse, think fast, careful in solving work problems, willing to help new employees even if not asked, know and be able to use work facilities and equipment properly, work according to a standard operating procedure, and come to work earlier than work hours. In addition, they also prepare work well, go home from work according to the specified hours, and do not leave the office/workplace without permission from the leadership. (Aljunaibi, 2014).

 

The results of the study confirm that talent management has a positive and significant effect on nurse performance in Indonesia. (Ingram and Gold, 2016) which stated that effective talent management is considered as a critical success factor for organizations to gain sustainable competitive advantages. This implies that if the institution manages well the nurse’s talent, it will lead to an increase in nurse’s performance.

 

Talent Management and Work Engagement

 

Work engagement is measure by vigor, dedication, and absorption. The results showed that the attachment of Indonesian nurses was judged to be high. The nurses were enthusiastic and energized while at work, eager to go to work every day according to the rules of the hospital, considered necessary, and were proud to be a nurse, enjoying work as a nurse, and devoting all of their abilities at work. The finding of this study confirmed that talent management positively influences work engagement (Bethke-Langenegger et al, 2011) that indicated that talent management at all levels focuses workers toward greater revenue. In addition, it allows work involvement to bring about higher achievement.

Moreover (Singh, 2017) examined employees working in manufacturing companies in India. The finding showed that employee involvement and job satisfaction are two distinctive constructs found related to each other. Various evidence confirmed employee engagement forecast and job satisfaction, but little evidence found that job satisfaction leads to employee involvement. (Johnson, 2000) suggested that organizational efforts improve social responsibility by increasing job satisfaction and will have an impact on job involvement. Satisfaction is a precursor for work attachment. (Lastly, Abraham, 2012) concluded that talent management influences satisfaction and satisfaction is a precursor of employee work engagement.

 

Work Engagement and Employee Performance

 

The third question in this study sought to determine the impact of work engagement and nurse achievement. According to the present results, the nurses’ work engagement positively affects nurses’ accomplishment. This finding is in agreement with the evidence of previous studies  (Mohammed, 2016) which stated that successful policies deal with attracting, developing, and retaining the talents of the organization. There is a link between talent management and employee involvement, retention, adding value, and ultimately increasing organizational performance. Talent management provides the potential for long-term competitive advantage (Lawler, 2008). Indeed, Rodriguez and Escobar (2010), further added that talent is the key to organizational success. (Alnuqaidan and Ahmad, 2019) prove there is no significant difference between low-talented and high-talented nurses in terms of their characteristics.

 

However, the quality of nursing care is better between the group of high-talented and non-talented nurses. Low-talented nurses can have talent abilities, but at different levels, such as mild, and moderate talent. Furthermore, (Carter et al,2016) concluded that self-efficacy and employee engagement were positively related to employee performance. Meanwhile, Anitha (2014) revealed that work engagement affects employee engagement. (Al-momani, 2018) revealed that the practice of employee engagement has a statistically significant effect on the performance of telecommunications employees in Jordan. (Dajani, 2015) concluded that employee engagement has a significant impact on employee performance, but has less impact on organizational commitment. (Lastly, Lewiuci, 2016) showed that employee work engagement affects employee performance.

 

Talent Management, Employee Performance, and Work Engagement

 

The last finding is that there is an indirect influence between talent management and employee performance. It implies that wok engagement plays an essential role in moderating between variables. The findings of this study confirmed that talent management at all employee levels that focus on driving revenue will result in employee involvement then improved performance. In addition, (Subudi, 2018) proved that talent management influences employee retention through work engagement. This finding also confirms several works (Mensah et al, 2016) that proposed that talent management has a relationship with employee performance and it is mediated by several factors, such as affection and work engagement as well as how they identify with the company.

 

Besides, (Mohammed, 2016) remarked that talent management has a relationship with company accomplishment through work engagement. (Kamel,2019) noted that talent management is a business strategy in an organization, which potentially promotes organization accomplishment. In other words, when worker or employee has particular competence that is difficult to be adopted by others, the organization will have a competitive advantage over its competitors. The results prove that talent management influences company performance through employee involvement. Indeed,( Dahshan et al, 2018) believed that talent management influences hospital performance, while (Al-Qeed et al,2018) prove that talent management influences company performance through emotional intelligence. For this reason, talent management is an important program that needs to be implemented by an organization or a company.

 

 

List of  Reference

Abraham, S. (2012). Development of employee engagement programme on the basis of employee satisfaction survey. Journal of Economic Development, Management, IT, Finance, and Marketing, 4(1), 27-37.

 

Al-Momani, M. M. (2018). Exploring characteristics and perceptions of private hospital physician managers regarding their management training needs.

 

Al-Qeed, M. A., Khaddam, A. A. H., Al-Azzam, Z. F., & Atieh, K. A. E. F. (2018). The effect of talent management and emotional intelligence on organizational performance: Applied study on pharmaceutical industry in Jordan. Journal of Business and Retail Management Research (JBRMR), 13(1), 1-14. 

 

Alias, N. E., Noor, N., & Hassan, R. (2014). Examining the mediating effect of employee engagement on the relationship between talent management practices and employee retention in the Information and Technology (IT) organizations in Malaysia. Journal of Human Resources Management and Labor Studies, 2(2), 227-242.

 

Aljunaibi, M. M. (2014). Talent management and employee engagement. Doctoral dissertation, The British University in Dubai (BUiD). Retrieved from https://bspace.buid.ac.ae/handle/1234/704

 

Alnuqaidan, H. A., & Ahmad, M. (2019). Comparison between Highly-Talented and Low-Talented Nurses on their Characteristics and Quality of Nursing Care. Diversity and Equality in Health and Care, 16(2), 30-35

 

Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63(3), 308-323.

Barkhuizen, N., Mogwere, P., & Schutte, N. (2014). Talent management, work engagement and service quality orientation of support staff in a higher education institution. Mediterranean Journal of Social Sciences, 5(4), 69-77. https://doi.org/10.5901/mjss.2014.v5n4p69

 

Bethke-Langenegger, P., Mahler, P., & Staffelbach, B. (2011). Effectiveness of talent management strategies. European Journal of International Management, 5(5), 524-539.

 

Bibi, M. (2019). Impact of talent management practices on employee performance. SEISENSE Journal of Management, 2(1), 22-32. https://doi.org/10.33215/sjom.v2i1.83

 

Carter, B., Danford, A., Howcroft, D., Richardson, H., Smith, A., & Taylor, P. (2011).