Impact of Talent Management on Organizational Performance: The Moderating Role of an Effective Performance Management System

Almohtaseb, Ahmad Ali; Shaheen, Hisham Abdul Kareem; Alomari, Khalid Mohummed; Almahameed, Mohmmad Adnan Yousef

doi:10.5539/ijbm.v15n4p11

Cited by 17 publications

(19 citation statements)

References 31 publications

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“…The Almohtaseb et al (2020) study results demonstrated that a PMS mediates the connection between talent management and organizational success. It indicates that PMS may be utilized to locate and cultivate top talent and re-align and reinforce the management-employee partnership.…”

Section: Empirical Evidence Of Organizational Performancementioning

confidence: 82%

The Systematic Review of Effective Performance Management Systems in Organizations

Mdhlalose¹

2023

JAM

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This study aims to determine the impact of Performance Management Systems (PMS) on employee and organizational performance. The researcher utilized exploratory research in the study because the investigation tries to identify known/unknown factors and evaluate established hypotheses. Data was gathered through secondary research methods. Online research was conducted. Secondary information was collected using many online search tools and specialized journals, textbooks, articles in scientific journals, and online sources related to the topic. Establishing an efficient PMS is a difficult task for organizations. There are a variety of PMS tools that exist. The 360-feedback approach is the most suited appraisal method for executing the PMS for employees in an organization. PMS enhances employee performance employees' performance fairly since connections between performance reviews and improved productivity do not hold. Managers' engagement, senior management involvement, and performance feedback are key indicators of PMS's efficacy. The relevance of this research contributes to the current body of knowledge about performance management systems. Organizations would find this study's conclusions valuable and intriguing. Organizations will comprehend the influence of a successful PMS on employee and organizational performance and, as a result, devise effective countermeasures or capitalize on the advantages. This study will bring about novel knowledge of PMS and further provide future research leads. Because of its reliance on secondary sources, this investigation could only include published academic papers that existed when the study was done.

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Section: Empirical Evidence Of Organizational Performancementioning

confidence: 82%

The Systematic Review of Effective Performance Management Systems in Organizations

Mdhlalose¹

2023

JAM

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“…This is because most employees do not base their satisfaction and commitment on the reward received. However, some studies believe that financial rewards positively influence job satisfaction (Almohtaseb, Almahameed, Tobeery & Shaheen, 2017). However, Nyanja, Maina, Kibet & Njagi (2013) studied the effect of rewards on EP at Kenya power and lighting company limited in Nakuru, Kenya, and reported an insignificant effect of cash bonuses on EP.…”

Section: Modelmentioning

confidence: 99%

Effect of Transactional Rewards on Employee Performance at Teachers Service Commission, Kenya

Onyango¹,

Bando²,

Mise³

2023

theijbm

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Teachers Service Commission (TSC), Kenya, has been implementing performance management besides transactional rewards since 2005 to enhance quality and cost-effective services. Performance management ensures performance quality improvement, while transactional rewards improve the efforts and productivity of employees. However, efficiency and quality of services are low compared to other state corporations, as evidenced by approximately 5000 teachers who visit its head office per month to solve their work-related problems. Literature on employee performance enhancement has focused on total rewards without disaggregating the same to give specific policy recommendations on transactional rewards. This study thus sought to establish the effect of transactional rewards on employee performance at TSC, Kenya. It was anchored on the Expectancy theory and adopted a correlational research design. The study population was 1200 employees, out of which a sample size of 291 was taken. Individual respondents were drawn through the Cluster sampling technique. Primary data were collected using structured questionnaires. Pearson correlation was used to obtain an association between the study variables.In contrast, multiple regressions were used to establish the magnitude and direction of the effect of transactional rewards on employee performance. The study revealed that transactional rewards (B=0.343, p=0.000) significantly and positively predicted employee performance. Thus, TSC Kenya should effect more of them to enhance employee performance. This finding adds value to the existing knowledge of employee performance enhancement strategies and human resource management policy formulations by the TSC.

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“…Once performance gaps have been identified, employees know exactly the areas of improvement to advance in their professions (Almohtaseb et al, 2020). To assist employees in increasing their performance, a strong commitment to developing new capabilities is required (Luz et al, 2018:86), and this could be done through the implementation of professional development opportunities.…”

Section: Learning and Development Opportunitiesmentioning

confidence: 99%

“…According to Almohtaseb et al (2020), regular performance evaluations allow talent managers to reflect on past accomplishments, current challenges, long-term targets, and skill development. It also considers skill sets, career ambitions, and growth strategies to bridge performance gaps.…”

Section: Performance Managementmentioning

confidence: 99%

Talent Management Practices in the South African Public Service

Enwereji

Emmanuel²

2022

Khazanah Hukum

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Talent management refers to the attraction, selection, and retention of employees, which involves a combination of HR processes across the employee life cycle. This study explored the best practice in talent management to ensure high potential talents are employed and retained due to the rising rate of employee turnover in the South African public service. A literature review and meta-analysis were conducted to explore different authors' views on the three main objectives of the study, which are to know the competencies of talent managers in developing high potential employees; explore the mechanisms talent managers can adopt in keeping high potential employees and to reveal the best practices in talent management. Findings from the study revealed that talent management is essential in assisting the employees in advancing their skills, improving their performance, and feeling engaged and motivated, thus allowing them to achieve desired goals. The ability to facilitate good planning, decision-making, change management, interpersonal relationships, emotional intelligence, programme implementation, and learning opportunities are the competencies required of talent managers to develop potential talents. Effective communication and feedback, promotion and advancement, efficient leadership, work-life balance, good organisational culture, development and training, and organisational commitment are the competencies required of talent managers to retain talents in the organisation. Regarding the best talent management practice, the study recommended that talent managers should specify the skills they need and select from a diverse pool of candidates. Other factors include onboarding practices, learning and development, performance management, an effective reward system, and a succession plan.

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Impact of Talent Management on Organizational Performance: The Moderating Role of an Effective Performance Management System

Cited by 17 publications

References 31 publications

The Systematic Review of Effective Performance Management Systems in Organizations

The Systematic Review of Effective Performance Management Systems in Organizations

Effect of Transactional Rewards on Employee Performance at Teachers Service Commission, Kenya

Talent Management Practices in the South African Public Service

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