Volume 29, Issue 4, 2020
DOI: 10.24205/03276716.2020.807
Strengthening Talent Management in Enhancing Organizational Commitment in Developing Countries
Abstract
Purpose: This study investigates the influence of talent management as a predictor of organizational commitment.
Design/Methodology: The study uses survey questionnaire for data collection. The questionnaire is of the multiple-item type designed to measure factors based on 5-point Likert Scale and 7-point Likert Scale for data collection. For the Sample Frame, the participants are the academics having at least five years of working experience in Higher Education Institutions (HEIs) in Malaysia. The research Scope is to measure, ‘to what extent talent management practices influence organizational commitment’. Judgmental nonprobability sampling is used for the data collection. The respondents were academicians from both the Public and Private HEIs in Malaysia. Out of 300 questionnaires distributed, 298 were returned of which 288 were usable for data analysis. For the statistical analysis of the collected data, three-step procedure of exploratory factor analysis (EFA), confirmatory factor analysis (CFA), and Partial Least Square-Structural Equation Modelling (PLS-SEM) was used.
Findings: The results of the study supported the hypothesis that there is a positive significant effect of talent management on organizational commitment.
Research Limitations/Implications: This research adopts a quantitative approach and cross-sectional in nature. Future researches can focus on mixed method approaches. Furthermore, exploratory studies involving both the academicians and the management teams can be conducted to revise the items. This research is designed to measure talent management by adapting the instrument from Sweem (2009). Lapses have examined the instrumentality of talent management in HEIs context. Thus, it needs a thorough qualitative study to validate the unique features of these dimensions in the future. By improving talent management, practitioners can improve organizational commitment, thus increasing the overall achievement of an organization. This paper contributes to the body of knowledge by filling a gap in the literature on talent management because it especially provides a valid empirical evidence for the relationship between talent management and organizational commitment. Next, it provides managerial insights particularly for the HEIs in the context of developing countries in shedding some lights on their policy-making and practices.
Originality/value: This paper, underpinned by the Three-Component of Organizational Commitment Model (TCM), Knowledge-Based View (KBV) and, Social Exchange Theory (SET), advances the knowledge gained from previous studies by using a dual approach tested as Talent Management on organizational commitment of the HEIs’ academicians in Higher Education Industry.
Keywords
Talent Management, Organizational Commitment, Higher Education Institutions (HEIs), Academicians.