How Knowledge Management Mediates the Strategic Role of Talent Management in Enhancing Customers' Satisfaction

Al-Azzam, Zeyad Faisal; Al-Qura'an, Atiff Badri

doi:10.2139/ssrn.3364693

Cited by 5 publications

(5 citation statements)

References 14 publications

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“…The results show that the employees' perceptions of talent attraction, talent development, succession planning, and especially talent retention are the most important contributors to TM. This agreed with Al-Azzam and Al-Qura'an (2018) in their study in the in Jordan banking sector.…”

Section: Resultssupporting

confidence: 88%

“…Besides, Barney (2001) argues that knowledge leads to performance improvement when it is well managed. KBT suggests that KM practices, such as knowledge acquisition, knowledge creation, knowledge sharing, knowledge storage and knowledge use and reuse on play a vital role in achieving superior performance (Al-Azzam and Al-Qura'an, 2018).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

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The mediating effect of knowledge management on talent management and firm performance in small and medium enterprise in Uganda

Bagorogoza

Nakasule

2022

JMD

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PurposeThis study examines the mediating effect of an effective knowledge management (KM) in the relationship between talent management (TM) and organizational performance. This study was operationalized among the small and medium enterprises (SMEs).Design/methodology/approachA cross-sectional survey design was used to collect data from a sample of 260 SMEs business. The data collected was analyzed using correlations and hierarchical regression to test the mediating effect of KM on the relationship between TM and firm performance.FindingsThe findings show that KM mediates the relationship between TM and firm performance. They also suggest that TM contribute to enhancing performance through improvements in KM.Research limitationsThe sample used in the research is not representative of all the SMEs operating in Uganda. This limitation presents the challenge of generalising and we therefore suggest caution when interpreting the results. We note the challenge of a skewed sample. For instance, most of the respondents to our study were confined to tailoring and design and metal and fabrication sectors. The skewed sample is a notable limitation of the research. The study was limited to Uganda only hence it did not capture information relating to other geographical settings, which may limit the effectiveness of the findings therein.Practical implicationsBased on the findings of the study, the managers of the SME can use the study results to develop strategies and interventions that can enable their firms to improve on their performance even in the harsh economic environment through adopting positive practices such as KM.Originality/valueThis paper contributes by filling a gap in HR management and SMEs literature, in which empirical studies on the relationship between TM and firm performance have been limited until now. This may create better research opportunities for cross-disciplinary papers that should be done by human resource, small business management and KM scholars.

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Section: Resultssupporting

confidence: 88%

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

The mediating effect of knowledge management on talent management and firm performance in small and medium enterprise in Uganda

Bagorogoza

Nakasule

2022

JMD

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“…Identifying and developing talent in human resource roles in organizations with several complicated positions in the global labor market provides a significant competitive advantage and increased performance (Muntean, 2014). The theory of resource-based view (RBV) is linked with talent management to create a sustainable competitive advantage, increasing customer satisfaction by showing their commitment to the organization (Al-Azzam and Al-Quraan, 2018).…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

Reinventing talent management: How to maximize performance in higher education

et al. 2022

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Talent management is considered a new organizational priority in managing people that both academicians and practitioners discuss. The purpose of this research was to examine the role of talent management (TM), knowledge management (KM), university transformation (UT), and academic climate (AC) in increasing the performance of private higher education institutions (PHEIs). This research applied a quantitative approach by collecting data from 382 lecturers who worked at various private universities in Indonesia. Online questionnaires were used to collect the data using a stratified random sampling method. Then these data were analyzed using Structural Equation Modeling–Partial Least Square. The findings indicated that systematic application of talent management and knowledge management, university transformation, and academic climate in PHEIs improves organizational performance. Developing a plan to transform their talent and the business process is the key to emphasizing its importance in shaping the character and quality of PHEIs. The practical implication, PHEIs must offer a conducive academic climate for talented lecturers. The study offers a value-add to the resource-based view theory, managing talent and knowledge as essential resources for organizational transformation to maximize organizational performance.

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“…Sleiderink, 2012) are significant in the organization. As measured by recruitment, retention, and development, talent management can improve customer satisfaction, and knowledge management has strengthened these relationships (Al-Azzam & Al-Qura'an, 2019). Talent management carried out in a structured and tiered manner will improve employee performance (Bibi, 2019;Linah Mahlahla, 2018;Payambarpour & Hooi, 2015;Vural et al, 2012).…”

Section: Literature Reviewmentioning

confidence: 99%

Talent and Knowledge Management on Employee Performance in Public Organization

Nurung¹,

Tamsah²,

Nasriani³

et al. 2023

J. Professional Business Review

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Purpose: In the industrial era 4.0 and during this pandemic, the performance of community health centers (Puskesmas) is essential. Puskesmas can meet these expectations if it is properly built on health workers' performance. Theoretical framework: This study aims to elaborate and analyze the model to improve health workers' performance, constructed as the impact of improving talent management and knowledge management. Design/methodology/approach: This research was conducted in two public health centers, namely Durikumba Health Center and Lara Health Center, Karossa District, and Central Mamuju Regency. The sampling technique used was total sampling. However, in this study, only 70 out of 74 health workers completed the questionnaire completely at the Durikumba Health Center and 45 out of 53 officers at the Lara Health Center. The total final sample obtained was 115 health workers. The model and research approach use explanatory quantitative by choosing structural equation modeling (SEM) as the basis for statistical analysis to determine the influence and relationship between variables processed using AMOS software. Findings: The study's results found that talent management can encourage knowledge management improvements and improve health workers' performance at the research sites. Research, Practical & Social implications: Talent management that is carried out consistently starting from recruitment, retaining existing talents, and with a good development program will encourage improvements in employee performance and, at the same time, improve knowledge management. Originality/value: However, knowledge management cannot improve the performance of health workers as constructed at the beginning of this study.

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How Knowledge Management Mediates the Strategic Role of Talent Management in Enhancing Customers' Satisfaction

Cited by 5 publications

References 14 publications

The mediating effect of knowledge management on talent management and firm performance in small and medium enterprise in Uganda

The mediating effect of knowledge management on talent management and firm performance in small and medium enterprise in Uganda

Reinventing talent management: How to maximize performance in higher education

Talent and Knowledge Management on Employee Performance in Public Organization

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