Linking high performance organizational culture and talent management: satisfaction/motivation and organizational commitment as mediators

Abstract

To cite this article: Constantine Kontoghiorghes (2015): Linking high performance organizational culture and talent management: satisfaction/motivation and organizational commitment as mediators, The International Journal of Human Resource Management, Relying on strategic human resource management and organization development systemic principles, this theory-building study tested the validity of a new talent attraction and retention model which focused on the under-researched effects of organizational culture and employee attitudes. The analysis was based on data gathered from two large organizations representing two different countries and industries. Structural equation modeling results ascertained that talent attraction and retention were predicted by high performance organizational culture. This effect was also found to be mediated by the employee attitudes of satisfaction/motivation and organizational commitment. More specifically, this study found talent attraction and retention to be highly associated with the extent to which the organization is perceived to have a change-, quality-, and technology-driven culture, and characterized by support for creativity, open communications, effective knowledge management, and the core values of respect and integrity. This study concluded that strategically aligned and ethical high performance organizational cultures have strong effects on talent attraction and retention and are also highly conducive to the development of high commitment and motivating work systems.

Strategic Management and Retention of Talent: Challenges in the Portuguese Army

“…Attract talents is a key issue for the organizations regardless of their area of expertise, but this means much more than simply selecting the most competent personnel. Kontoghiorghes (2016) sees the talent management as a process, which start when collaborates entry into the organization and ends with their exit. This line of thought and action is especially important for the Military organizations, for several reasons, namely because of the specificity of the military career and the military condition which implies (among other aspects) full institutional commitment, self-denial and loyalty to the command hierarchy, meaning therefore less individual agency to manage the own career.…”

“…Talent management is not simply the attraction of people with great cognitive abilities; it is much more than that. As defended by Kontoghiorghes (2016), talent management is generally seen as a process of transformation that begins with the entry of people into the organization, and ends with its exit, and the main objectives are attracting, developing, motivating and retaining talent in order to achieve the goal of organizations: improving organizational performance and competitiveness addressing both internal and external challenges.…”

Lecturer’s Perspective on Talent Management in Private Higher Learning Institutions in Kuala Lumpur, Malaysia

“…This is because an organisation simultaneously creates such a group and, by force of his or her personality, begins to shape the group's culture and from here the culture of an organisation is extremely stable and sustainable and it affects every aspect of the organisation. Futhermore, Kontoghiorghes (2015) revealed that diversity is very much important in an organisation's culture in order to sustain for longer and much importance given towards talent management. Further, a lecturer who is harmonious inside and identifies with an organisational culture achives the transformation from the talent to its excellence.…”

Factors of talent management in a company: A contextual approach

“…В изученной литературе поднимается вопрос о возможности рассмотрения системы управления талантами сквозь призму «вход -процессы -выход» [Kontoghiorghes, 2016]. При таком подходе помимо факторов внешнего и внутреннего контекста, влияющего на процессы управления талантами, необходимо принимать во внимание результаты управления талантами на разных уровнях [Thunnissen, Boselie, Fruytier, 2013b].…”