This study examined the mediating effects of organizational commitment (OC) and organizational engagement (OE) on the relationship between human resource (HR) practices (career management, performance appraisal, compensation, person -job fit and job control) and turnover intention. A total of 457 employees working in various sectors in a selected region in Malaysia participated in this study. It was found that all the variables used to measure HR practices have significant effects on OC and OE. However, multiple regression analyses indicated that career management and job control did not have any significant influence on turnover intention. OC and OE were discovered to give partial mediating effects on the relationship between HR practices and turnover intention.

Purpose – The purpose of this paper is to determine key competencies used by organizations in identifying high potential employees. It also seeks to examine practices and programs to manage such employees and finally to identify problems encountered in the development programs. Design/methodology/approach – The respondents of the study were HR practitioners. Convenient sampling was used and the respondents answered survey forms that were sent out using regular mails and e-mails. As a result, 237 forms were generated and used for analyses. In order to test construct validity, factor analyses were performed and mean values of each variable were also used for interpretations. Findings – Employers put highest emphasis on employees who were customer service oriented. Three major competences were identified – results-oriented character, interpersonal competence and technical competence/flexibility. The most common method to identify potential was performance appraisal by immediate superiors. The most common method to develop high potential employees was job enlargement and the most common problem in the development programs was in dealing with those who had personal and work-life balance. Practical implications – Performance appraisal done by immediate supervisor may not be the best method to gauge future performance and should be coupled with performance review or discussion with the superiors. Job experience is still effective in developing potential. Specific policies that help employees to balance personal and work life are important in development programs. Originality/value – The responses from the HR practitioners shed some lights on what major competences are important in identifying potential that can be used in talent management.

A recent development which prioritizes on creativity and innovation to compete and survive in the context of higher education propagates organizational climate as a significant concern. As such, studies on innovative organizational climate have grown despite its essence as a multidimensional variable is sparsely examined in empirical researches. This research measures the relationship between innovative organizational climate and organizational commitment among 444 academics in Higher Education Institutions (HEIs). This is a cross sectional study which incorporates LifeSpan theory, Social Exchange Theory (SET) and Three Component Model of Organizational Commitment (TCM). Data was collected among Malaysian academicians of public and private Higher Education Institutions (HEIs) and analysed using Smart PLS 3.25. The findings revealed a significant positive relationship between innovative organizational climate and organizational commitment. This generate an implication that the experiences of a supportive innovative organizational climate lead academics to affectively feel attached to their institutions, hence, strengthen their obligations to pursue new developments for their institutions, peers and themselves. Improving innovative organizational climate is a strategic decision to enhance the commitment among academics, thus increasing organizational achievement.