Developing Talent Management Crisis Model for Quality Life of Bank Employees in Malaysia

Tajuddin, Dewi; Ali, Rosalan; Kamaruddin, Badrul Hisham

doi:10.1016/j.sbspro.2015.08.133

Cited by 14 publications

(8 citation statements)

References 4 publications

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“…Related studies advocate that high job strain and job pressures are negative indicators that could provoke team members to leave their organisation (Mahlasela and Chinyamurindi, 2020;Oludayo et al, 2018). Therefore, while an absence of LSC could increase team member turnover intentions, the effective and efficient deployment of LSC may reduce their intention to leave their organisation (Ogbeibu et al, 2020a;Tajuddin et al, 2015). We thus hypothesise that LSC would negatively predict turnover intention.…”

Section: Green Talent Management and Turnover Intentionsmentioning

confidence: 83%

Green talent management and turnover intention: the roles of leader STARA competence and digital task interdependence

Ogbeibu

Jabbour

Burgess

et al. 2021

JIC

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PurposeCongruent with the world-wide call to combat global warming concerns within the context of advancements in smart technology, artificial intelligence, robotics, algorithms (STARA), and digitalisation, organisational leaders are being pressured to ensure that talented employees are effectively managed (nurtured and retained) to curb the potential risk of staff turnover. By managing such talent(s), organisations may be able to not only retain them, but consequently foster environmental sustainability too. Equally, recent debates encourage the need for teams to work digitally and interdependently on set tasks, and for leaders to cultivate competencies fundamental to STARA, as this may further help reduce staff turnover intention and catalyse green initiatives. However, it is unclear how such turnover intention may be impacted by these actions. This paper therefore, seeks to investigate the predictive roles of green hard and soft talent management (TM), leader STARA competence (LSC) and digital task interdependence (DTI) on turnover intention.Design/methodology/approachThe authors used a cross-sectional data collection technique to obtain 372 useable samples from 49 manufacturing organisations in Nigeria.FindingsFindings indicate that green hard and soft TM and LSC positively predict turnover intention. While LSC amplifies the negative influence of green soft TM on turnover intention, LSC and DTI dampen the positive influence of green hard TM on turnover intention.Originality/valueOur study offers novel insights into how emerging concepts like LSC, DTI, and green hard and soft TM simultaneously act to predict turnover intention.

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Section: Green Talent Management and Turnover Intentionsmentioning

confidence: 83%

Green talent management and turnover intention: the roles of leader STARA competence and digital task interdependence

Ogbeibu

Jabbour

Burgess

et al. 2021

JIC

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“…In their study, Meyers and van Woerkom (2014) refer to TM as "the systematic utilization of human resource management (HRM) activities to attract, identify, develop, and retain individuals who are considered talented". In addition, from the strategic importance in our days, TM defined as an HR-focused management process that allows organizations to close the gap between the required talents and the existing ones on their way to their targets (Gallardo-Gallardo & Thunnissen, 2016;Tajuddin, Ali & Kamaruddin, 2015;Altinoz, Cakirouglo & Cop, 2013).…”

Section: The Effect Of Hrma On Tmmentioning

confidence: 99%

The Relationship between Human Resource Management Ambidexterity and Talent Management: The Moderating Role of Electronic Human Resource Management

Alkerdawy¹

2016

IBR

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This study investigates the moderating role of electronic human resource management (e-HRM) in the relationship between human resource management ambidexterity (HRMA) and talent management (TM) using data collected from 430 managers working in 10 international banks in Egypt. e-HRM was found to be an important moderator of the relationship between HRMA and TM. The more dependence on e-HRM in executing human resource policies in banks, the greater influence of HRMA on TM. The results referred also a positive and significant influence of both HRMA and e-HRM on TM. This study concludes by discussing managerial implications and the limitations should be addressed in future research.

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“…In addition, Tatoglu, Glaister, and Demirbag (2016) concurred with Mushtaq's (2013) finding, stressing that retaining talent has emerged as an overwhelming issue faced by corporations due to increasing turnover costs including the loss of corporate memory, productivity and intellectual and social capitals. Despite the gravity of such, evidence from the Malaysia Productivity Corporation revealed that only a few organizations focus on retaining their talented employees (Tajuddin, Ali, & Kamaruddin, 2015).…”

Section: Introductionmentioning

confidence: 99%

Corporate social responsibility impact on talent retention among Generation Y

Zainee

Puteh

2020

REGE

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PurposeAs the new emerging workforce, Generation Y (Gen Y) is said to be demanding, influential and possessing strong bargaining power. This study examines the impact of corporate social responsibility (CSR) on employee retention among Gen Y in the accounting profession. CSR is widely researched subject due to its applicability in multidisciplinary fields and industries. This research intends to investigate the nexus between CSR and human capital disciplines. It employs Carroll's pyramid of CSR as the main theoretical framework to establish its relationship with talent retention among Gen Y employees. This study has a threefold aim: (1) to determine the level of CSR awareness, (2) to determine the relationship between CSR dimensions and talent retention and (3) to examine the effect of CSR dimensions on talent retention.Design/methodology/approachThe paper opted for an exploratory study using the structured questionnaire. A total of 377 Gen Y accountants who are currently working in accounting firms located in Klang Valley, Malaysia, were involved as respondents. Data were analyzed using descriptive, correlation and regression analyses to answer the research objectives.FindingsThe paper provided empirical insights about the impact brought by CSR practices in financial-based firms on employee retention. It was found that all CSR elements, as suggested by Carroll, have a significant relationship with employees’ retention. The interaction between the CSR elements and employee retention accounts for 16% of the research model. Based on the multiple regression analysis, it was found that only two CSR elements are the significant predictors of employee retention among Gen Y in the case of financial-based firms in Malaysia.Research limitations/implicationsThis research covers Gen Y employees in accounting firms; thus, generalization is not applicable to other generations. Besides, the predictors of the research study utilize Carroll’s pyramid of CSR. Therefore, future research studies are encouraged to validate the research model into other sectors. Other models of CSR could also be used.Practical implicationsThis paper includes implication for the organization to understand employee retention practices on Gen Y who are currently dominating the workforce.Originality/valueThis paper fulfills an identified need to study how CSR practices could enhance employee retention among Gen Y in the organization.

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Developing Talent Management Crisis Model for Quality Life of Bank Employees in Malaysia

Cited by 14 publications

References 4 publications

Green talent management and turnover intention: the roles of leader STARA competence and digital task interdependence

Green talent management and turnover intention: the roles of leader STARA competence and digital task interdependence

The Relationship between Human Resource Management Ambidexterity and Talent Management: The Moderating Role of Electronic Human Resource Management

Corporate social responsibility impact on talent retention among Generation Y

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