Talent development practices: a revisit as an imperative for talent retention
A rapidly advancing technology has transformed the scene of employment making the talents increasingly attractive and marketable across the globe, making them a new differentiator in the human capital market. This, in turn, has created tremendous pressure on the organisation to ascertain talent rete...
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| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
| Published: |
HRMARS
2021
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| Subjects: | |
| Online Access: | http://eprints.utm.my/id/eprint/96913/1/ShatheesBaskaran2021_TalentDevelopmentPracticesaRevisit.pdf http://eprints.utm.my/id/eprint/96913/ http://dx.doi.org/10.6007/IJARBSS/v11-i2/8578 |
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| Summary: | A rapidly advancing technology has transformed the scene of employment making the talents increasingly attractive and marketable across the globe, making them a new differentiator in the human capital market. This, in turn, has created tremendous pressure on the organisation to ascertain talent retention. As a result, scholarly endeavors are continuing to address the dynamics of talent and therefore, talent development is gaining attention as a new mechanism to address challenges confronting these organisations. In explaining this phenomenon, there have been also consistent calls to investigate work engagement as well across different settings to further explore employee retention. Therefore, this study attempts to address underexplored constituents in explaining intention to stay from a talent perspective including talent development practices and work engagement. A structured self-administered questionnaire was used in this research to collect data from 287 respondents from the Malaysian private healthcare industry. Structural equation modeling was used to analyse the data. The results discussed in terms of evolutionary findings in the realm of theory and practice of talent development. It is envisaged that the findings were an incremental contribution to existing literature and also of great importance to organisational behavior scholars, human resource experts, and workplace policy regulators. |
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