A Global Competitiveness Study of Thai Securities Industry: A Case Study of Factors Influencing Investors’ Loyalty to Securities Companies in Bangkok

Piansoongnern, Opas; Anurit, Pacapol

doi:10.1007/bf03396516

Cited by 10 publications

(7 citation statements)

References 40 publications

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“…Giri and Pavan Kumar (2010) defined job satisfaction as positive and affective attitudes toward a job (Giri & Pavan Kumar, 2010). According to a study on 400 Thai investors by Piansoongnern and Anurit (2007), employee job satisfaction is one of the significant prerequisites for customer satisfaction (Piansoongnern & Anurit, 2007). Lin et al (2014) and Bhatti et al (2019) have stated that each person's attributes are an important parameter in evaluating job satisfaction (Bhatti et al, 2019;Lin et al, 2014).…”

Section: Job Satisfactionmentioning

confidence: 99%

The Relationship Between “Job Satisfaction” and “Job Performance”: A Meta-analysis

Katebi

HajiZadeh

Bordbar

et al. 2021

Glob J Flex Syst Manag

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The purpose of this meta-analytic research is to obtain a clear and unified result for the relationship between job satisfaction and job performance, as previous research has shown contradictions in this regard. A total of 913 articles in both English and Persian languages were obtained from four databases, and finally, 113 articles with 123 independent data were selected and analyzed. The random-effects model was adopted based on results, and the analysis resulted a medium, positive, and significant relationship between job performance and job satisfaction (r=0.339; 95% CI=0.303 to 0.374; P=0.000). Finally, the country of India was identified as a moderator variable. The publication, language, selection, and citation biases have been examined in this study. Increasing and improving the job performance of employees have always been an important issue for organizations. The results of this study can be useful for managers in different industries, especially for Indian professionals in both public and private sectors, to better plan and manage the satisfaction and the performance of their employees. Also, Indian scholars can use these results to localize the global research in this regard.

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Section: Job Satisfactionmentioning

confidence: 99%

The Relationship Between “Job Satisfaction” and “Job Performance”: A Meta-analysis

Katebi

HajiZadeh

Bordbar

et al. 2021

Glob J Flex Syst Manag

View full text Add to dashboard Cite

show abstract

“…Accordingly, Chung and D’Annunzio-Green (2018), Jooss et al (2019), Sinclair-Maragh et al (2017), Mousa and Ayoubi (2019), Poocharoen and Lee (2013), Sumardi and Othman (2011) and Guerci and Solari (2012) have explored industry-specific talent management strategies related to diverse global service contexts of American multi-national hotel sector, Jamaican fast food service sector, Upper Egyptian educational sector, Singaporean public service sector, Malaysian telecommunication industry as well as Italian banking sector. In addition, Piansoongnern et al (2011), Othman and Khalil (2018) and Maurya and Agarwal (2018) have explored industry-specific talent management strategies related to diverse global manufacturing contexts of Thailand cement manufacturing industry, Malaysian Steelcase manufacturing industry as well as Indian coal and mining industry. As a gist, Jooss et al (2019) discovered “Critical Use of Talent Pools” as the core talent management strategy which is specific to American, Asian Pacific, European and African multi-national hotel corporations.…”

Section: Divergent Perspectives Of Talent Management: a Review Throug...mentioning

confidence: 99%

Towards the conceptualization and the operationalization of the construct of talent management

Sandeepanie,

Gamage,

Perera

et al. 2024

MRR

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Purpose The purpose of the paper is to afford a comprehensive conceptualization and operationalization of the construct of talent management through an inclusive exploration of conceptual clarifications for existing confusions while developing a complete measuring instrument. Design/methodology/approach The archival method was adopted together with a systematic review based on Khan et al.’s (2003) five steps of systematic literature review. The systematic review has encircled published research articles between 1982 and 2023 in the human resource management (HRM) arena. A total of 130 articles were initially scrutinized, and 106 were systematically reviewed to conceptualize, operationalize and explore clarifications for confusions and instrument development for talent management. Findings This study explored conceptual clarifications for existing confusions towards talent management while recognizing definitions that come under the main philosophical schools for the underlying concept of talent. A novel practical definition has been established for talent management while recognizing dimensions, and then certain elements. A comprehensive instrument has been developed to measure talent management. Research limitations/implications This study is limited to instrument development in measuring talent management; nevertheless, there is an enormous scope for using the instrument to empirically measure talent management through organizational and employees perspectives linked to diverse global contexts in future studies. Originality/value The developed comprehensive instrument is a vibrant contribution to future investigations related to empirically measuring talent management associated with organizational and employee perspectives related to diverse global contexts in winning “war for talent.” This study endows a significant input to the whole frame of HRM knowledge as it resolves existing conceptual ambiguities towards talent management while defining and operationalizing it.

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“…He has suggested to organizations that they focus on skills assessment beforehand to implement recruitment and training strategies for effective talent management. Piansoongnern et al (2011) reported that better planning of talent management has positive consequences, including support for management, organizational unity, the balance of work and routine life, as well as other environmental and organizational factors that are important to retain talented employees in organizations. Similarly, Schaufeli and Bakker (2004) also concluded that sound employee engagement practices are helpful to lower employee turnover.…”

Section: Talent Management and Employee Retentionmentioning

confidence: 99%

Effect of talent management practices on talent retention in higher educational institutions of Nepal

Thapa

2023

J. Nep. Mgt Acad.

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This paper concerns answering how talents are managed in the dimensions of attracting, developing, and motivating, as well as examining the effect of these dimensions on retaining talents. Empirical shreds of evidence have indicated the positive and significant effects of various talent management practices on different aspects of performance. The absence of studies on talent management practices focusing on attracting, developing, and motivating talents and analyzing their effect on retaining them prompted this study. The study uses descriptive and causal-comparative research designs to describe and analyze the causal relations among the study variables. Quantitative data is collected from 132 respondents using a questionnaire survey developed based on intensive reviews. The findings of the descriptive analysis indicate moderate efforts given by the institutions managing talents. The correlation result shows positive and significant associations between talent retention and talent attraction and development, as well as talent motivation. The findings from multiple regression analysis showed a positive and significant effect of talent attraction and development on talent retention. However, talent motivation showed no significant effect on talent retention. The findings may have practical uses for administrators to manage talents by evaluating their actions, strategies, and policies to retain talented employees and deal with a surplus or shortfall of a talented workforce. The findings provide new insight into the field of study of talent management and retention. Particularly studies focusing on the areas of attraction, development, motivation, and retention of talents in diverse organizational settings.

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A Global Competitiveness Study of Thai Securities Industry: A Case Study of Factors Influencing Investors’ Loyalty to Securities Companies in Bangkok

Cited by 10 publications

References 40 publications

The Relationship Between “Job Satisfaction” and “Job Performance”: A Meta-analysis

The Relationship Between “Job Satisfaction” and “Job Performance”: A Meta-analysis

Towards the conceptualization and the operationalization of the construct of talent management

Effect of talent management practices on talent retention in higher educational institutions of Nepal

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