The Mediating Effect of Perceived Organizational Support between Talent Development and Employee Engagement at Malaysian GLCs

Isa, Aerni; Ibrahim, Hazril Izwar

doi:10.6007/ijarbss/v10-i10/7531

Cited by 6 publications

(10 citation statements)

References 14 publications

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“…The full mediation effect of POS is further confirmed by the Sobel test's significant value (Table 7). The study's findings are consistent with those of earlier research by Koçoğlu, and Görmezoğlu (2021), Vermeulen and Scheeper (2020), Isa and Ibrahim (2020), Djatimiko et al (2020), and Baykal (2020, which found that the POS fully mediated a number of organizational relationships. -.17…”

Section: 2: Correlation Matrixsupporting

confidence: 91%

“…Regression analysis results demonstrated that POS had a role in mediating the relationship between AL and JE. Isa and Ibrahim (2020) used POS as a mediator to investigate the relationship between employee engagement and talent development. In this study, 164 workers from government-affiliated enterprises (GLCs) in Malaysia were sampled, and the results of PLS-SEM showed that POS strongly mediates the relationship between talent development and employee engagement.…”

Section: Empirical Reviewmentioning

confidence: 99%

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Mediating Effect of Perceived Organizational Support on the Relationship between Organizational Silence and Organizational Commitment

2023

EJBM

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This study aims at examining the mediating effect of perceived organizational support on the relationship between organizational silence and organizational commitment using quantitative research that employs a descriptive survey design. The population for the study consists of 452 employees of Seplat Petroleum Development Company Plc, a Nigeria-based company. Using Taro-Yemani's formula, 212 employees were randomly selected and participated in the study. Path coefficients obtained from structural equation modeling were used to test the hypotheses. The findings indicate that there is a negative and insignificant relationship between organizational silence and organizational commitment. Whereas the association between organizational silence and perceived organizational support is positive and significant, the relationship between perceived organizational support and organizational commitment is significantly negative. Furthermore, findings affirm that perceived organizational support fully mediates the relationship between organizational silence and organizational commitment. It is recommended that the management of Seplat Petroleum Development Company Plc establish measures to reduce organizational silence, thus increasing employee voice behavior, which will eventually improve organizational commitment and enhance organizational performance. Finally, factors that will improve employees' perception of organizational support should be enhanced, as this will make employees feel important as well as part of the organization.

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Section: 2: Correlation Matrixsupporting

confidence: 91%

Section: Empirical Reviewmentioning

confidence: 99%

Mediating Effect of Perceived Organizational Support on the Relationship between Organizational Silence and Organizational Commitment

2023

EJBM

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“…Talent development is a continuous process of upgrading talents’ knowledge, skills and attitude, and it should be integrated with the changes in organizational requirements (Dai, 2019). Developing talents requires acquiring and upsurging competencies, knowledge, and skills to perform the designated job (Isa et al., 2018; Kafetzopoulos, 2022). Mehdiabadi and Li (2016) stated that employees’ learning and development are important to improve their career path, motivating them to engage more in the assigned task.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Different methodologies like on‐the‐job training, role‐playing, demonstration coaching, business simulation, case presentation, traditional and online lecture, seminars, workshops, and professional courses are used to develop the talents serving in the organization. Talent development encourages the vertical movement of a career, significantly reducing talent turnover intention (Isa et al., 2018). It adds a new dimension by creating an appropriate inspiration to hold workers, making a learning climate and culture, and ensuring capability improvement (Dai, 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Literature has prioritized the importance of a positive relationship between leaders and followers, which increases the possibility of talent development (Crane & Hartwell, 2018). General understanding and study outcome recommend that the higher the level of employee development, the more efficient and effective the performance of employees in organizations will be (Arwab et al., 2022; Isa et al., 2018; Jehanzeb, 2020; Latukha, 2018). Likewise, in many studies, researchers have identified that leadership acts as a crucial determinant in developing employees in the organization (Akdere & Egan, 2020; Crane & Hartwell, 2018; Udin et al., 2022).…”

Section: Development Of Hypothesesmentioning

confidence: 99%

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Effect of transactional and transformational leadership on talent engagement: Mediating role of talent development

2023

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Leadership is an essential antecedent to talent development and engagement, but there is a dearth of literature related to transactional or transformational leadership and talent management (TM). The paper investigates the impact of transactional and transformational leadership on talent engagement and the mediating role of talent development between them. Based on a cross‐sectional survey of 450 employees, the study employs structural equation modeling using social exchange theory as a lens to test the hypothesized relationship among transactional leadership, transformational leadership, talent development and engagement. The results confirmed that transactional leadership is positively related to talent engagement and development while transformational leadership is neither associated with talent engagement nor talent development. Moreover, talent development mediates the relationship between transactional leadership and talent engagement. The study outcomes are helpful to managers and leaders in comprehending the significance of transactional leadership in developing and engaging talents.

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The role of leadership styles in talent management: The mediating effect of innovative work behavior in the Egyptian commercial banks

سالم

2023

مجلة جامعة جنوب الوادى الدولية للبحوث التجارية

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The study population consists of employees working in twenty-two commercial banks in Egypt. The study adopted a descriptive analytical approach and targeted a sample of 400 employees working in the commercial banks under study (a stratified random sample consisting of five professional levels). A questionnaire was designed to measure the study variables. The statistical analyses were performed using AMOS v.24 and SPSS v.26. The study hypotheses were tested using structural equation modeling. The study found that: 1.There is a positive and significant effect of transformational leadership on talent management. 2. There is a positive and significant effect of transactional leadership on talent management. 3. There is a positive and significant effect of transformational leadership on innovative work behavior. 4. There is a positive and significant effect of transactional leadership on innovative work behavior. 5. There is a positive and significant effect of innovative work behavior on talent management. 6. Innovative work behavior partially mediates the relationship between transformational leadership and talent management.7. Innovative work behavior partially mediates the relationship between transactional leadership and talent management. The study recommends the Egyptian commercial banks to accurately identify their talents and provide them with a suitable environment with good leadership style to improve employee commitment to duty, also Egyptian commercial banks should embrace transformational leadership and identify the negatives of transactional style to benefit from both styles.

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The Mediating Effect of Perceived Organizational Support between Talent Development and Employee Engagement at Malaysian GLCs

Cited by 6 publications

References 14 publications

Mediating Effect of Perceived Organizational Support on the Relationship between Organizational Silence and Organizational Commitment

Mediating Effect of Perceived Organizational Support on the Relationship between Organizational Silence and Organizational Commitment

Effect of transactional and transformational leadership on talent engagement: Mediating role of talent development

The role of leadership styles in talent management: The mediating effect of innovative work behavior in the Egyptian commercial banks

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