Talent Management in Higher Education Institutions: Developing Leadership Competencies

Jais, Ismie Roha Mohamed; Yahaya, Nordin; Ghani, Erlane K

doi:10.20448/journal.509.2021.81.8.15

Cited by 10 publications

(6 citation statements)

References 22 publications

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“…Such an issue is further exacerbated by the lack of studies on talented graduate management to become job creators at the educational institution level (Mohamad, 2015). Several studies advocated good management practices through human capital, but most HEI managements did not accommodate a comprehensive talent management model as a strategic goal (Mohamed Jais, Yahaya, & Ghani, 2021). Furthermore, one of the current problems faced by organisations was that the demand for talent exceeded the supply (Sulaiman, Ismail, Saukani, & Lelchumanan, 2021).…”

Section: Research Backgroundmentioning

confidence: 99%

‘Turning Job Seekers to Job Creators’: Talent Management Module Development for TVET Graduates

Wafi¹,

Subri²,

Asshaari³

et al. 2023

JTET

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The COVID-19 pandemic negatively impacted the economy, particularly the downsizing of operations and retrenchment, which affected various sectors. Post-pandemic prompted a shift in the perspective; rather than waiting for jobs, it seems that individuals needed to become job creators. In this regard, the Technical and Vocational Education and Training (TVET) is believed to be a prominent field of study that could facilitate graduates to become job creators. Nevertheless, some of graduates would not consider owning businesses after graduation, indicating the difficulty of becoming job creators. Therefore, this study emphasising TVET program built and validated a Talent Management Module (MTM) involving creation (Job Creator) based on the Cognitive Information Processing (CIP) theory. It comprised both quantitative and qualitative phases. First, a series of interviews were carried out to explore the perceptions of talent management (TM) among seven experts. Second, a quantitative study involving data interpretation analysis based on the validity of the module content was obtained using the interview technique. Third, the module content validation process involved seven experts comprising academics and Malaysian career academy entrepreneurs whose backgrounds included entrepreneurship and TVET. The results showed that nine variables were involved, namely 1) Communication, 2) Critical Thinking and Problem-Solving Skills, 3) Teamwork Skills, 4) Continuous Learning and Information Management, 5) Entrepreneurial Skills, 6) Leadership Skills, 7) Professional Ethics and Moral, 8) Career Adaptability, and 9) Digital technology. Overall, MTM that was built in this study was consented to by the appointed experts. The development of this module might better be considered to encourage graduates to create prospective job creation that could reduce the unemployment rate. Therefore, the proposed MTM might be an appropriate solution to address unemployment through the identified important components in the implementation and empowerment of career programmes across TVET graduates.

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Section: Research Backgroundmentioning

confidence: 99%

‘Turning Job Seekers to Job Creators’: Talent Management Module Development for TVET Graduates

Wafi¹,

Subri²,

Asshaari³

et al. 2023

JTET

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“…Both academics and professionals in the sector have dedicated decades to comprehending the significance of leadership. Despite being well acknowledged as a frequently seen occurrence, there is little understanding of the fundamental dynamic mechanisms that drive it [6][7][8].…”

Section: Literature Reviewmentioning

confidence: 99%

Academics’ profile and perceived institutional leadership practices in public and private universities

Abdullah,

Azman,

Ghani

et al. 2023

2576-8484

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This study analyses the profiles of academics and their perceived institutional leadership practices at their universities. A questionnaire survey was conducted among 1771 academics from Malaysian public and private universities. The results of the survey show that women make up the majority of academics in universities, and most of them hold at least a master's degree. The academics at the universities have an average of more than six years of professional experience, and most of them are senior lecturers and associate professors. Many of the professors are or have been in senior positions. The study also shows that the majority of academics believe that the selection of senior staff at their universities is well controlled and that procedures are followed. Their universities also offer a talent pool system for institutional leaders. Academics are selected as institutional leaders on a rotational basis, and their appointment is duly publicized. However, the results of this study show that many universities continue to appoint and nominate future leaders under the old system rather than the new system. The study also shows that academics, whether from public or private universities, have similar views on the procedures of institutional leadership in their respective universities. The academics are generally in favor of the institutional governance approaches at their universities. The results of the study may be valuable in planning talent management for younger members of the academic community, as succession planning requires early intervention rather than identifying key leaders without a focus on talent management.

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“…Employees with Talent Proactive Behavior tend to give innovative recommendations and suggestions (Meyers, 2020). They are generally self-directed and can improve themselves and believe in change for the betterment (Roha Mohamed Jais et al, 2021). They know more about political knowledge and organizational procedures.…”

Section: Moderating the Impact Of Talent Proactive Behavior On Talent...mentioning

confidence: 99%

Mediating Impact of Employee Engagement and Moderating impact of Talent Proactive Behavior on the Relationship between Talent Management and Job Performance.

Aqeel

Kazmi

Mubashir

et al. 2022

PJAR

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The main purpose of this research is to examine the influence of Talent management on Job performance. This study also aims to assess the mediating role of employee engagement and moderating role of Talent proactive behavior on the relationship between talent management and job performance.This research follows the philosophy of positivism. A deductive approach is implied and the research design is explanatory. Convenient sampling of non-probability techniques was used to select the sample. A total of 300 survey questionnaires were distributed in Karachi to employees working in different industries. Smart PLS 3 was used to analyze all hypotheses through the structural model and measurement model.The results determined that Employee Engagement, Talent management is likely to have a favorable influence on Job Performance The moderation analysis was done representing Talent Proactive Behavior have a significantly positive impact on the relationship between Talent Management and Job Performance.

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Talent Management in Higher Education Institutions: Developing Leadership Competencies

Cited by 10 publications

References 22 publications

‘Turning Job Seekers to Job Creators’: Talent Management Module Development for TVET Graduates

‘Turning Job Seekers to Job Creators’: Talent Management Module Development for TVET Graduates

Academics’ profile and perceived institutional leadership practices in public and private universities

Mediating Impact of Employee Engagement and Moderating impact of Talent Proactive Behavior on the Relationship between Talent Management and Job Performance.

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