Talent engagement and job satisfaction as the mediators between psychological empowerment and talent outcomes / Shaik Roslinah Bux
This study is an inaugural attempt to examine the incorporation of the psychological aspects of human capital and their relationships with talent engagement, job satisfaction and outcomes of employees. The study is essential as dynamic changes at the workplace have necessitated the engagement and...
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| Summary: | This study is an inaugural attempt to examine the incorporation of the psychological
aspects of human capital and their relationships with talent engagement, job
satisfaction and outcomes of employees. The study is essential as dynamic changes at
the workplace have necessitated the engagement and job satisfaction of employees
for organizations to achieve global competitiveness (Fay & Luhrmann, 2004).
Moreover, in examining the context of talent management, there seemed to be a gap
between employees being merely psychologically empowered and talent outcomes.
Therefore, this research aims to highlight the importance of talent engagement and
investigates how talent engagement and job satisfaction are related with perceived
psychological empowerment and talent outcomes through a proposed talent
engagement model.
The study adopts the concept of psychological empowerment (PE) by Spreitzer
(1995) as a possible predictor, and investigates how it is related to two types of talent
engagement; namely, job and organization engagement as well as job satisfaction
(JS) that would in turn affect two talent outcomes: intention to stay and dedication.
Questionnaire was used for the cross-sectional survey to collect primary data. The
respondents were the identified talents among participating Kuala Lumpur and
Selangor-based GLC from the G-40 list. The G-40 refers to the initial group of 40
GLC in Malaysia. A total of 342 GLC employees through the distributed 400
questionnaires responded to the survey yielding a response rate of 85.5 percent.
Analysis was conducted using statistical techniques of SPSS while the hypothesised
model was empirically tested using analysis of moment structure (AMOS) of the
structural equation modelling (SEM). In ascertaining the model fit, the study also
assessed the significance, the direction and the strength of each hypothesised
structural parameter.
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The results revealed good internal reliabilities for the six constructs of the study. The
results also indicated positive relationships among the six constructs. However, the
role of job engagement (JE), organization engagement (OE) and job satisfaction (JS)
as mediators was found to be partially supported as there were both direct and
indirect effects. Analysis through the significant χ2 difference tests and discriminant
analysis showed that the hypothesised six factors partial mediating model had the
best overall fit to the data. The research findings provide both theoretical and
managerial implications. As there has yet any empirical research that integrates PE
with JE and OE to predict the dedication and the intention to stay of employees, this
research contributes theoretical value through a proposed talent engagement model.
Additionally, the findings also revealed to the transforming GLC on the importance
of incorporating talent engagement with PE in their human capital strategy. In
essence, it is hoped that the findings in this study and the proposed talent engagement
model would facilitate further academic research as well as the development of
theories on talent engagement. |
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