Talent management practices on employee performance: a mediating role of employee engagement in institution of higher learning: quantitative analysis

Mohammed Sani Abdullahi · Adams Adeiza · Fadi Abdelfattah · Mobin Fatma · Olawole Olanre Fawehinmi · Osaro Aigbogun

44 citations0/0 files storedIndustrial and Commercial Training

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Human Resource and Talent Management Employee Performance and Management Job Satisfaction and Organizational Behavior

Abstract

Purpose The purpose of this paper is to investigate the effect of talent management (TM) practices on employee performance (EP) and to explore the mediating role of employee engagement (EE) on the relationship between TM practices and EP in Malaysian private universities (MPUs). Design/methodology/approach The paper used both descriptive and quantitative approaches, and the unit of analysis of this research consists of MPUs academic staff. The research sample consists of 314 MPUs academic staff, and a questionnaire was used to collect data from the target respondents, while partial least squares-structural equation modelling was used to evaluate the study hypotheses through bootstrapping approach. Findings The research outcome revealed that TM practices that comprise of talent recruitment practice (TRP), training and development practice (T&DP), compensation practice (CP) have a significant effect on EP. Furthermore, EE partially mediates the relationship between T&DP, CP and EP, while EE does not mediate the relationship between TRP and EP in MPUs. Practical implications The research suggests that universities management should focus on TM practices as a tool to achieve and maintain EE and positive attitudes (EP) in relation to work. Originality/value The research makes substantial contributions to the literature by investigating the effect of TM practices on EP through the role of EE as mediation in MPUs. The research is one of the very few studies undertaken in MPUs. Therefore, the results of this research serve as a guide for the universities management to develop their institutional strategies and policies in a manner in which their employees’ success can be achieved and encouraged.International Journal of Business and Society.

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References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1970Determining Sample Size for Research Activities 1986Self-Reports in Organizational Research: Problems and Prospects 2014Partial least squares structural equation modeling (PLS-SEM)1990PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK.2005Social Exchange Theory: An Interdisciplinary Review 2002The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach 2004Job demands, job resources, and their relationship with burnout and engagement: a multi‐sample study

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2024Connecting the organizational incomes and outcomes: a systematic review of the relationship between talent management, employee engagement, and turnover intention 2024The Impact of Employee Engagement as a Mediation Variable on Perceptions of Organisational Support and Compensation of Employee Performance

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