The Impact of Implementing Talent Management Practices on Sustainable Organizational Performance

Abstract

As organizations operate in an inexorable marketplace, there are always new and unpredictable difficulties that make managerial roles harder and the achievement of organizational goals and objectives more critical. Recently, the implementation of talent management practices in achieving sustainable organizational performance that will match the firms’ operational and strategic goals have been the concern of both academics and practitioners, but the issue has not been exhaustively investigated. Thus, the aim of this study is to investigate the effect of talent management practices on the sustainable organizational performance in real estate companies located in the United Arab Emirates. This paper seeks to make contributions through an empirical evaluation of talent management in the United Arab Emirates. A structured questionnaire was distributed to collect data from a study sample of 306 managers working in real estate companies. The proposed hypotheses were verified by structural equation modeling (SEM). The results of this study show that talent attraction and talent retention had no impact on the sustainable organizational performance, whereas learning and development and career management were found to have significantly positive impacts. The study suggests that learning and development, and employee career management, should be leveraged on by the management by concentrating on the coaching and training programs and job rotation so that the firm can achieve sustainable organizational performance.

Impact of Organizational Dehumanization on Employee Knowledge Hiding

“…In the age of global pandemic, the organization’s sustainability has become the subject of attention as it has led to fierce competition for survival and productivity ( Al Aina and Atan, 2020 ; Keshky et al, 2020 ; Ibn-Mohammed et al, 2021 ). In this crisis time, the organizations are mostly shifting toward resource optimization strategies; they end up falling for opting for mechanistic culture and styles of leadership rather than choosing humanistic cultures.…”

Leadership mindset regarding talent management practices: A case study of the City of Windhoek Council

“…Talent management practices are to be taken into consideration in a local authority for career planning and effective workforce. Proper measures should be taken to implement the best talent management practices in the industry, which will help the organisation to gain a competitive edge over the competitors and will help the company to always stay ahead in the market (Aina & Atan, 2020).…”

“…As such, organisations are moving away from the traditional methods of managing their human capital, and in contemporary times, organisations look more intently at http://www.sajhrm.co.za Open Access ways of retaining their human capital. It should be noted that the money spent on developing human capital is, at times, significant and the loss of an employee would translate to a loss of money and no return on investment (Aina & Atan, 2020).…”

“…It is presupposed that if talented employees are managed effectively, this will lead to positive outcomes for both employees and the organisation (Saurombe & Barkhuizen, in press). Research shows that if employees are managed well, they will be greatly motivated, they will be satisfied with their jobs and they will engage effectively at the workplace (Aina & Atan, 2020). For the organisation, talent management enhances service orientation, performance and production of high-quality products and client satisfaction (Barkhuizen & Gumede, 2021).…”

Reward and Compensation Management Initiatives on Employee Performance: An Evidence of Organization Development Initiatives

“…An organisational culture entails the behaviours, beliefs, and unwritten customs that determine the "Norm" for decision-making, structure, and power within organisations. This, therefore, defines how things are done within an organisation, focusing on coping mechanisms that facilitate integration and individual excellence among employees (Aina & Atan, 2020).When an organisation has a strong culture, employees are inclined to action because they believe that it is the right thing to be done and are convinced that there is a reward for what they do. Human process intervention focuses on employees understanding their behaviour and others' behaviour to improve the benefits through the decision making and problem-solving to accomplish goals within an entity and this comprises process consultation, team building, and sensitivity training measures.…”