Exploring Factors that Influence Talent Management Competency of Academics in Malaysian GLC’s and Non- Government Universities

Abstract

The aim of this research is to investigate the nature and extent of talent management related factors on talent management competencyforAcademics in threeMalaysian universities. The study explored the literature and identified a broad theorized model by (Davies & Davies, 2010) further by undertaking a literature review from the extant literature some common factors associated to Talent Management the authors developed indicators and multi-item measures to preliminarily test and propose Davies & Davies model to a survey instrument(sample N= 166 with an 80% response rate).The study found that, Academic's perception of talent identification, talent development and talent management culture relevance are the most important contributors to talent management competency for Academics. The findings also suggest that talent management competency levels for Academics are significantly higher when management have integrated HR systems that identify value, measure team and individual performance, assess and develop careers, give honest formal feedback and a culture of rewarding high performance. The study concludes that utilizing a more comprehensive model that incorporates the TM whole lifecycle beyond recruitment and selection and using methodology with multi-item measures has unearthed nuances in the data that confirm and extend the extant literature of talent management in higher education. In particular organizations that embark on a 'one size fits all' TM strategy by ignoring these job related factors could eventually face further problems such as high staff turnover, poor morale and associated costs and potential sacrificial client/customer service strategies that will impact on the bottom line and the organizations reputation.

Talent Management Practices A Trajectory and Ingenuity in Higher Education Institutions: A Meta-analysis Review of Literature

“…In a study done on Malaysian universities by Annakis et al (2014) with a sample size of 166, 80% response rate, the findings revealed that four factors emerged explaining 68.6% of the variation, with KMO value of 0.812, which exceeded the recommended value of 0.6. This is by far the threshold required.…”

“…Talent management is all about planning, recruiting and developing systematic ways through which employee training and career growth can be enhanced and sustained towards achievement of educational institutional goals (Othman and Sumardi 2009). The reason behind these constraining efforts by an institutional leadership is to ensure that the mission and vision of the institution is realised through applicability and flexibility to address global challenges (Annakis 2014). The excellence of higher education institutions can be observed through rebranding and reshaping the economic transformation of a nation through inventory of new academic programmes, research and facilities that attract internationalisation (Isahak 2007).…”

A Measuement Model of Talent Management Practices Among University Staff in Central Region of Uganda

“…Subsequently, educational excellence is the key to world class branding today, as it is the main source of marketable and suitable academic programmes that can facilitate the attraction and retention of foreign and local students Annakis et al, 2014). It is therefore the onus of university leadership to facilitate talented staff to stay in their institutions and at the same time increase staff's capabilities so as to produce graduates that will meet the requirements of the global market.…”

“…It is therefore the onus of university leadership to facilitate talented staff to stay in their institutions and at the same time increase staff's capabilities so as to produce graduates that will meet the requirements of the global market. Nonetheless, some universities are lagging behind in this aspect and incapacitated in regard to producing the needed human resources to facilitate the needs of the industries in the field (Annakis et al, 2014…”

Analysing the Relationship Between Sustainable Leadership, Talent Management and Organization Health as Predictors of University Transformation

“…The items of the survey tool were from the literature studies carried out by (Annakis et al, 2014;Oehley, 2013). The reliability of the instruments subconstructs for the talent management construct ranged between 0.83,0.79,0.78 and its only one that appeared to be on the margin with 0.71.…”