Talent management as a novel approach to increase employees' satisfaction and commitment in the ICT sector

• Autorzy: Al-Dalahmeh Maha , Al-Dalahmeh Main , Dajnoki Krisztina

Identyfikatory

DOI

10.17512/pjms.2022.25.1.03

Warianty tytułu

PL

Zarządzanie talentami jako nowatorskie podejście do zwiększania satysfakcji i zaangażowania pracowników w sektorze ICT

• Języki publikacji: EN

Abstrakty

EN

This research aims to examine the effect of talent management practices on employees' relationship between variables in order to clarify the concept of talent management practices and employee commitment and satisfaction. In this study, the methodology is based on quantitative techniques since this study aims to measure the effect of talent management on employees' commitment and satisfaction from employees' perspectives. Given that the study was conducted using cross-sectional data, thus the correlations and regressions tests were used to analyse the data. To achieve the research objectives, the hypotheses were examined using a survey data set comprising 244 questionnaires gathered from employees working in 176 ICT enterprises in Jordan. The findings indicate that talent management practices considerably impact employee commitment and satisfaction. Employees' satisfaction would mediate the relationship between talent management practices and employees' commitment. Thus, employees' satisfaction and commitment increase whenever companies adopt talent management practices. The results further revealed that talent management increases positive employee behaviours and decreases counterproductive behaviours via the partly mediation function of employee satisfaction; that is why the ICT firms' managers must develop talent management practices in the organizations. The novelty of this study is the empirical support for the links identified in the proposed deductive theoretical model, as no previous study has empirically tested the effect of talent management practices on employees' commitment and satisfaction in the Jordanians’ ICT sector. Thus, the organisation could use talent management as a tool to increase the positive work attitudes, such as employees’ commitment.

PL

Niniejsze badanie ma na celu zbadanie wpływu praktyk zarządzania talentami na relacje pracowników w celu wyjaśnienia pojęcia praktyk zarządzania talentami oraz zaangażowania i satysfakcji pracowników. W niniejszym badaniu metodologia opiera się na technikach ilościowych, ponieważ badanie to ma na celu zmierzenie wpływu zarządzania talentami na zaangażowanie i satysfakcję pracowników z perspektywy pracowników. Biorąc pod uwagę, że badanie zostało przeprowadzone na danych przekrojowych, do analizy danych wykorzystano testy korelacji i regresji. Aby osiągnąć cele badawcze, hipotezy zostały zweryfikowane przy użyciu zestawu danych ankietowych obejmującego 244 kwestionariusze zebrane od pracowników pracujących w 176 przedsiębiorstwach ICT w Jordanii. Wyniki wskazują, że praktyki zarządzania talentami znacząco wpływają na zaangażowanie i satysfakcję pracowników. Zadowolenie pracowników pośredniczyłoby w związku między praktykami zarządzania talentami a zaangażowaniem pracowników. W ten sposób satysfakcja i zaangażowanie pracowników wzrasta, gdy firmy przyjmują praktyki zarządzania talentami. Wyniki ujawniły ponadto, że zarządzanie talentami zwiększa pozytywne zachowania pracowników i zmniejsza zachowania szkodliwe dzięki częściowo pośredniczącej funkcji satysfakcji pracowników; dlatego menedżerowie firm ICT muszą rozwijać praktyki zarządzania talentami w organizacjach. Nowością tego badania jest empiryczne wsparcie powiązań zidentyfikowanych w proponowanym dedukcyjnym modelu teoretycznym, ponieważ żadne wcześniejsze badanie nie przetestowało empirycznie wpływu praktyk zarządzania talentami na zaangażowanie i satysfakcję pracowników w jordańskim sektorze ICT. W ten sposób organizacja mogłaby wykorzystać zarządzanie talentami jako narzędzie do zwiększania pozytywnych postaw w pracy, takich jak zaangażowanie pracowników.

Słowa kluczowe

EN

attracting; retaining; talent; development; HRM

PL

przyciąganie; zatrzymywanie; talent; rozwój; HRM

• Wydawca: Czestochowa University of Technology
• Czasopismo: Polish Journal of Management Studies
• Rocznik: 2022
• Tom: Vol. 25, No. 1
• Strony: 41--57
• Opis fizyczny: Bibliogr. 45 poz., rys., tab.

Twórcy

autor

Al-Dalahmeh Maha

• Institute of Management and Organization Sciences, Faculty of Economics and Business, University of Debrecen, Debrecen, Hungary

autor

Al-Dalahmeh Main

• Institute of Management and Organization Sciences, Faculty of Economics and Business, University of Debrecen, Debrecen, Hungary

autor

Dajnoki Krisztina

• Institute of Management and Organization Sciences, Faculty of Economics and Business, University of Debrecen, Debrecen, Hungary

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Uwagi

Opracowanie rekordu ze środków MEiN, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2022-2023).