Creating Employee Engagement Through Talent Management: 4 Links Between Talent Management And Employee Engagement * International Journal of Academic Value Studies (Javstudies-JAVS)

International Journal of Academic Value Studies (JAVS) Internationally Indexed Journal, Özgür Önday

Talent management is one of the main management tools for 21st century human assets management (Cappelli, 2008) because the crucial resource for firms competing in this century is no longer land, capital, and other tangible assets but the human capital necessary to adapt organizations to global competition and maximize the benefits related to the current technological boom. Talent management (TM) and Employee Engagement (EE) concepts have been extensively studied in management literature in the past ten years (Lewis & Heckman, 2006; Scullion, Collings & Caligiuri, 2010, Saks & Gruman, 2014). Both concepts have been an area of interest for both practitioners and academic researchers. Therefore, various studies have been examined separately for each concept aiming to investigate their impact on organizational performance and competitive advantages which have been the main theme in literature (Amit & Shoemaker 1993; Barney, 1991; Collings & Mellahi, 2009; Lepak & Snell 1999; Saks & Gruman, 2014). The present study explores the talent management and employee engagement by researching the relationship between the two concepts and investigating the impact of talent management practices on employee engagement. The reason for conducting this research is that most of the research in relation to this subject has studied the relationship between employee engagement and overall organizational performance.

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TALENT MANAGEMENT: A STRATEGY FOR EMPLOYEE ENGAGEMENT

International Res Jour Managt Socio Human

isara solutions, 2019

The purpose of this article is to clarify what is meant by Talent Management, its importance and how as a strategy influences Employee Engagement. This is a conceptual paper based on a review of the academic and popular literatures on Talent Management and Employee Engagement. An effectively implemented Talent Management strategy enhances Employee Engagement which in turn is associated with improved Organizational performance. It also present the association between talent management and employee engagement, retention, value addition and improved organizational performance. It is commonly understood that engaged employees are motivated to contribute to the success of the organization. Literature also reveals that work engagement which comes from job satisfaction is derived from effective career management practices, which results in lower employee turnover and productivity of the organization.

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Talent Management and Employee Engagement

mohamed aljunaibi

2014

In the last decade, Talent Management and Employee Engagement, and their impact on organizational performance have been widely studied in academic literature. As most of those studies were conducted in western contexts, this study aims to provide a comprehensive understanding of relationship of talent management and employee engagement and investigate the impact of talent management practices on employee engagement in semi-government organizations in Abu Dhabi, UAE. To achieve the objectives of this research a literature review was conducted to provide a better understanding of the two concepts and to identify the main talent management factors that impact employee engagement. Moreover, to provide empirical evidences of the relationship of the concepts, a quantitative study was done by distributing a survey to employees working in the oil and gas industry. The Survey was divided into three main sections; demographic, Talent Management and Employee Engagement section. This structure aimed to have optimal understanding of the background of the respondents and to measure the elements that are relevance to the concepts targeted in this study. The findings indicate that talent management factors such as talent development, recognition, and leadership support have a positive correlation with employee engagement. Thus, this study recommends that organizations interested in increasing levels of employee engagement need to establish proper talent management systems that focus on talent development, support from management, and simultaneously look into enhancing policies and working environments. Finally, the research provides some suggestions for future researchers to improve the understanding and impact of talent management practices on employee engagement.

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In Search of Balance between Talent Management and Employee Engagement in Human Resource Management

Harshika Sharma

Strategic Labor Relations Management in Modern Organizations, 2000

Talent management is regarded as a top priority by organisations as an approach for fundamentally convalescing human capital productivity to coerce superior values for an organisation. Recently, talent management and employee engagement have come under public and media attack. Whilst a number of practitioners and scholars have attempted to address the underlying reasons, there seems to be limited discussion on how talent management is inextricably linked to employee engagement. As a response, this chapter aims to provide a systemic framework for understanding talent management and employee engagement.

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Leveraging Employee Engagement by a Talent Management Strategy

alireza amirkabiri

2021

Our purpose to do this survey is to propose a useful model for the talent management strategy and to state typical area and their importance on management and also to employee engage to show how this model can influence the engagement and improve the determination on pool talent and show the role of workplace of democracy in the employee engagement. This survey studies the influence of talent management strategy on the employee engagement. talent management are identified via five factors by Sween (2009); Communications, Employee development, Rewards & recognitions, Rewards & recognitions, Managing performance, Open climate /culture. whereas the employee engagement: are identified by eight factors Job is challenging & meaningful, Have resources to do job, Trust in management, Perceived support from org, Perceived support from supervisor, Rewarded and recognized, Committed to organization, Safe to act. The input of our survey data were gathered from a sample of 207 employees in the I...

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Examining the Mediating Effect of Employee Engagement on the relationship between Talent Management Practices and Employee Retention in the Information Technology Organizations in Kathmandu

LBEF RESEARCH JOURNAL OF SCIENCE, TECHNOLOGY AND MANAGEMENT

Kathmandu valley has seen a surge in IT company establishments over the past few years which is driven by various factors. With the increase in number of businesses providing IT services, employees working in this sector are now presented with options and incentives to switch between organizations more frequently than ever before. As failing to retain employees can cause significant loss to an organization, it has come up as a challenge for IT organizations in Kathmandu to come up with ways to retain their employees. The major objective of this research is to analyze the relationship between various talent management practices (managerial support, employee career development, and rewards and recognition) and employee retention. Additionally, analyze the mediating effects of employee engagement on the relationship between talent management practices and employee retention. This research helps IT organizations to identify the focus areas which can boost their employee retention. The survey for the study collected primary data using structured questionnaires. 112 responses were gathered from participants working at various IT companies in the Kathmandu valley. The data collected from the survey was then analyzed using SPSS software. Among the 112 respondents, large percentage of the respondents (83.9%) was male. Also, large numbers of respondents were from age group 25-34 years old (58). Most of the participants (82.1%) had only completed their Bachelor's degree while the rest (17.9%) had also done Master's degree. 77.7% of the respondents were working as full-time employees working 40+ hours a week while 14.3% were working as part time employees which is less than 40 hours a week and the rest 8% were working as freelancers. Correlation and multiple regression analysis revealed that there is a significant relationship between employee career development and employee engagement. Also, a significant relationship between employee engagement and employee retention was observed. This indicated that employee engagement mediates the relationship between employee career development and employee retention. Results from the study indicate that if employees are provided with adequate talent management practices, especially career development opportunities, their level of engagement is increased and they intend to work in the organization for a longer period of time. The results provide fresh insight into the area of talent management research, employee engagement and retention of employees.

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Talent Engagement Framework as a Journey to Performance

Maria Jakubik

Review of Innovation and Competitiveness, 2016

This conceptual paper proposes a framework for engaging talents at work that leads to business performance. The framework is built on concepts that are evolving and they are defined in several, in many cases confusing, ways in the literature. The research methodology is literature review. Therefore, the paper starts with overviewing the concepts of the knowledge economy, skills, knowledge, talents, work engagement, and organizational performance. Then, the suggested framework is presented and discussed. The paper contributes to a better understanding of the underlining conditions and processes of value creation through talent engagement, calling for more discussion around this phenomenon.

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Talent Management: Hiring and Developing Engaged Employees

Chuck O'Bryan

Library and Leadership Management, 2017

Talent management, which includes intentional work design, leadership development, and employee engagement, is a growing trend in the world of commerce, both domestically and globally. This article provides a review of the literature on talent management and explores ways in which this human resource management concept might be applicable to higher education and libraries.

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Talent development as a sustainable practice for employee engagement: A Delphi study

Parvati Agrahari

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Analysis of the Impact of Talent Management Practice on Employee Performance with Employee Engagement as an Intervening Variable in Bank XYZ Region I

International Journal of Research & Review (IJRR)

https://www.ijrrjournal.com/IJRR_Vol.8_Issue.1_Jan2021/IJRR-Abstract037.html, 2021

Welcoming an economic disruption which is currently occurring due to the rapid development of digitalization, companies have to prepare special strategies in facing various challenges that exist. One of them is human resource development and information technology aspect as one of the most important aspects in a company. It takes proper management starting from hiring employees, placing, maintaining up to promotion for those who are talented and perform well. This study aims to determine and analyze the impact of the talent management practice consisting of workforce staffing, workforce development and workforce management on employee performance through employee engagement. This research is a causal research with a quantitative approach. The types of data used are primary data and secondary data obtained from questionnaires and literature studies. The populations in this study were 890 officer of Bank XYZ Region I. The samples in this study were 276 people using the taro yamane method with purposive sampling technique. The data analysis method used is path analysis. Data analysis was carried out through SPSS using the SPSS 2017 program. The results showed that Workforce Staffing, Workforce Development, Workforce Management had a positive and significant effect on Employee Engagement simultaneously and partially. Workforce Staffing, Workforce Development, Workforce Management have a positive and significant effect on Employee Performance simultaneously or partially. Employee engagement has a positive and significant effect on employee performance. Workforce Staffing, Workforce Development, Workforce Management have a positive and significant effect on Employee Performance through Employee Engagement. The variables of workforce staffing, workforce development, workforce management, and employee engagement have explained the employee performance variable as much as 87.2%.

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