Talent Development Practices Predict the Employee Engagement of Human Resource Professionals

Morethe, Sidney Linford Masetle; Swarts, Ilze; Schultz, Cecile

doi:10.25159/1998-8125/6398

Cited by 3 publications

(5 citation statements)

References 34 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Also, the studies by Bai and Liu (2018) and Liu et al (2017) corroborated the finding of the study that talent development had a significant positive impact on work engagement. However, the finding of the study was contrary to those of the studies by Lee and Eissenstat (2018) and Morethe et al (2020), who reported that talent development opportunities had no significant relationship with work engagement of employees. Nonetheless, with the finding of the study agreeing with those of most previous scholars, it can be affirmed that talent development strategies have a largely significant positive relationship with work engagement of non-teaching workforce.…”

Section: Discussioncontrasting

confidence: 99%

“…Talent development provides satisfaction to employees as it is regarded as a positive exchange, hence contributing to their development of work engagement (Lee & Eissenstat, 2018). Studies (Ajibola et al, 2019;Aybas & Acar, 2017;Bai & Liu, 2018;Lee & Eissenstat, 2018;LeVan, 2017;Morethe et al, 2020;Mugizi et al, 2020b;Pandita & Ray, 2018) examined the relationship between talent development and employee engagement. However, contrary to other scholars, Lee and Eissenstat (2018) and Morethe et al (2020) reported that talent development opportunities had no significant relationship with work engagement of employees.…”

Section: Talent Management Strategies and Work Engagementmentioning

confidence: 99%

“…Studies (Ajibola et al, 2019;Aybas & Acar, 2017;Bai & Liu, 2018;Lee & Eissenstat, 2018;LeVan, 2017;Morethe et al, 2020;Mugizi et al, 2020b;Pandita & Ray, 2018) examined the relationship between talent development and employee engagement. However, contrary to other scholars, Lee and Eissenstat (2018) and Morethe et al (2020) reported that talent development opportunities had no significant relationship with work engagement of employees. This means that an empirical gap still existed as studies were not unanimous on the relationship between talent development and employee work engagement.…”

Section: Talent Management Strategies and Work Engagementmentioning

confidence: 99%

See 2 more Smart Citations

Talent Management: The Game Changer for Work Engagement of Non-Teaching Workforce at Kyambogo University, Uganda

MUGIZI¹,

RWOTHUMIO²,

WAISWA³

et al. 2022

TUHER

View full text Add to dashboard Cite

The challenge in public universities in Uganda is that university non-teaching staff are disengaged and take their jobs for granted, hence never make an effort to serve to the satisfaction of students and other stakeholders. This study examined whether talent management strategies employed by the universities were a game changer for work engagement of the non-teaching workforce in public universities. Specifically, the study tested whether talent management in terms of talent attraction, talent development and talent retention had a relationship with work engagement of the non-teaching workforce in public universities. The study employed a correlational research design on a sample of 201 non-teaching staff. Data was collected using a questionnaire survey. The findings revealed that talent attraction and talent development had a positive significant relationship with work engagement of the non-teaching workforce. However, talent attraction had a negative and insignificant relationship with work engagement of the non-teaching workforce. It was concluded that talent attraction strategies in terms of selective recruitment and selection, and talent development in the form of performance appraisal, training and promotion are game changers for work engagement of the non-teaching staff. However, weak retention strategies hamper employee engagement. The study recommends that managers of universities should implement game-changing talent attraction strategies and talent development practices to enhance work engagement of the non-teaching workforce. It is also recommended that university managers should strengthen talent retention strategies to promote work engagement of the non-teaching workforce.

show abstract

Section: Discussioncontrasting

confidence: 99%

Section: Talent Management Strategies and Work Engagementmentioning

confidence: 99%

Section: Talent Management Strategies and Work Engagementmentioning

confidence: 99%

See 1 more Smart Citation

Talent Management: The Game Changer for Work Engagement of Non-Teaching Workforce at Kyambogo University, Uganda

MUGIZI¹,

RWOTHUMIO²,

WAISWA³

et al. 2022

TUHER

View full text Add to dashboard Cite

show abstract

“…Kim and Koo (2017) found that LMX was directly related to job engagement but only indirectly related to organization engagement through job engagement. Morethe et al (2020) found that talent development practices were significantly related to organization engagement but not related to job engagement. Sharma and Raina (2013) found that while job content and benefits were related to job engagement, job content, benefits and objectivity were related to organization engagement.…”

Section: Organization Engagement Compared To Job Engagementmentioning

confidence: 86%

“…Relationship between organization engagement and job engagement. With respect to the relationship between organization engagement and job engagement, most studies found a moderate correlation between them (Aghaz and Tarighian, 2016;Agrawal, 2015;Altarawneh, 2012, 2014;Andrew and Sofian, 2012;Bhasin et al, 2019;Byrne and MacDonagh, 2017;Farndale et al, 2014;Ghosh et al, 2014;Jain and Ansari, 2018;Kim and Koo, 2017;Morethe et al, 2020;Musgrove et al, 2014), although several studies found a correlation above 0.70 (Lee et al, 2014;Qi et al, 2018;Sharma and Raina, 2013;Suhartanto and Brien, 2018). Furthermore, most studies reported higher scores for job engagement than organization engagement (Aghaz and Tarighian, 2016;Akingbola and van den Berg, 2019;Altarawneh, 2012, 2014;Bhasin et al, 2019;Byrne and MacDonagh, 2017;Farndale, 2017;Farndale et al, 2014;Ghosh et al, 2014;Jain and Ansari, 2018;Lee et al, 2014;Morethe et al, 2020;Musgrove et al, 2014;Sharma and Raina, 2013;€ Unal and Turgut, 2015), although a few studies found higher scores for organization engagement (Agrawal, 2015;Andrew and Sofian, 2012;Malinen and Harju, 2017;Shah and Beh, 2016).…”

Section: Organization Engagement Compared To Job Engagementmentioning

confidence: 99%

Organization engagement: a review and comparison to job engagement

Saks

Gruman

Zhang

2021

JOEPP

View full text Add to dashboard Cite

PurposeEmployee engagement has received a considerable amount of research attention over the last decade. However, most of the research has been on job or work engagement. Much less attention has been given to organization engagement, which is a distinct but related target of employee engagement. In this paper, we review the research on organization engagement and identify how it has been measured, its antecedents and consequences and how it compares to job engagement.Design/methodology/approachThis paper provides a narrative review of 40 studies that have measured organization engagement. Most of these studies have been published in the last five years, and they come from 20 different countries. The majority of studies also measured job or work engagement.FindingsMost studies used Saks' (2006) measure of organization engagement. Many antecedents have been found to be related to organization engagement; however, those most often studied and consistently related to organization engagement are organizational-related resources such as perceived organizational support (POS), justice perceptions, corporate social responsibility (CSR), organizational structural factors, organizational climate and HR practices. Organization engagement has been found to be positively related to job satisfaction, organizational commitment, organizational citizenship behavior (OCB), job performance and organizational performance and negatively related to intention to quit. Organization engagement has also been found to partially or fully mediate the relationship between antecedents and consequences. In comparison to job engagement, organization engagement scores tend to be lower, and there are meaningful differences in the antecedents and consequences of organization engagement and job engagement. A number of studies found that organization engagement was more strongly related to several of the consequences than job engagement.Practical implicationsThe results of this review indicate that organization engagement is as important if not more important than job engagement when it comes to its relationship to some of the consequences of employee engagement. Organizations should include a measure of organization engagement in employee surveys and focus on improving organization engagement by providing a supportive work environment, ensuring that employees have positive perceptions of justice, increasing CSR initiatives, providing a variety of human resources (HR) practices and improving organizational climate.Originality/valueThis paper provides the first comprehensive review of research on organization engagement and offers a new model of the antecedents and consequences of organization engagement and compares organization engagement to job engagement.

show abstract

Talent Development: A Thematic Categorization Using Systematic Literature Review

Tiwari

Mishra

Thakur

2022

FIIB Business Review

View full text Add to dashboard Cite

Talent development (TD) strategies are one of the most crucial aspects of talent management practices. They provide a competitive advantage to organizations. The present study aims to conduct a systematic literature review (SLR) on TD literature from 1990 to 2020. An extensive literature review has been performed wherein the literature has been segregated according to the years of their publication. The finding of the study highlights that TD has three distinct themes. These themes are related at the individual level, team level and organizational level. At the individual level, TD interventions focus on self-developmental activities such as gaining knowledge, building potential and enhancing job-specific skills. At the team level, the developmental interventions include communication skills, team-building efforts and leadership skills. Finally, TD focuses on mentorship, training and developing sustainable organizational culture at the organizational level. The study contributes towards organizing the fragmented body of literature related to TD. Furthermore, it provides a holistic approach to framing strategically aligned TD interventions that HR practitioners and organizations can implement. Finally, the study opens a window of opportunities for future research works in concerned field of TD.

show abstract

Talent Development Practices Predict the Employee Engagement of Human Resource Professionals

Cited by 3 publications

References 34 publications

Talent Management: The Game Changer for Work Engagement of Non-Teaching Workforce at Kyambogo University, Uganda

Talent Management: The Game Changer for Work Engagement of Non-Teaching Workforce at Kyambogo University, Uganda

Organization engagement: a review and comparison to job engagement

Talent Development: A Thematic Categorization Using Systematic Literature Review

Contact Info

Product

Resources

About