Role of Talent Development on Talent Engagement and Self-Efficacy: A Structural Model

Abstract

The purpose of this research is to examine the influence of talent development (TD) on talent engagement (TE) and self-efficacy (SE). Data were collected through a questionnaire from the trainees of Bangladesh Institute of Human Resource Management (BIHRM). Two hypotheses were developed and tested on the collected data. Structural equation modeling (SEM) is performed which includes both measurement model and structural model. Average variance extracted (AVE), Cronbach's alpha (α), composite reliability (CR) and factor's loading have been shown under the measurement model whereas path diagram is used to present the relationship among the constructs under the structural model. The results of the study support that talent development has significant impact on both talent engagement and self-efficacy of talented employees. The outcome of the study is highly consistent with the previous literature and the results have strong logical argument. The research implies that organizations should emphasize to improve knowledge and abilities of the talents which foster more attachment and conviction towards jobs as well as enhance the level of talents' self-efficacy. Contribution/Originality:This study contributes to the existing literature by developing a unique model which connects talent development, talent engagement and self-efficacy together. Moreover, this study is one of very few studies which have empirically investigated to assess the impact of talent development on talent engagement and self-efficacy using SEM. INTRODUCTIONTalent development is an inseparable element of talent management which is an evolving concept and area of research in the field of human resource management. Talent development improves the knowledge, abilities, skills and competencies of talents which are highly interconnected with talent engagement (Isa, Ibrahim, Jaaffar, & Baharin, 2018). The career path of talents improves through the proper learning and development which inspire them to involve more in the assigned tasks (Ali, Hossain, & Ahmed, 2018;Mehdiabadi & Li, 2016). Being a source of non-monetary benefit and instrument for employee motivation, talent development increases the appeal for the organization making employees engaged to their assigned jobs (Ali, 2020;Ali & Guha, 2018). Several talent development programmes, aimed at achieving psychological skills to tackle the challenges of the 21st century, transform the potential talents or gifted people into exceptional performer (Olszewski-Kubilius, Subotnik, &

The Effect of Talent Management on Employee Performance with Self-Efficacy as Mediation Variables

“…positive and significant influence, indicating that the better and higher the talent management is done, the more the self-efficacy will increase and be better too. The results of this study support previous research conducted by Ali et al, (2020), where there is a positive and significant effect of talent management on self-efficacy.…”

Effect of transactional and transformational leadership on talent engagement: Mediating role of talent development

“…The results endorsed the mediating effect of talent development in the relationship between transactional leadership and talent engagement, which is consistent with the study by Turan (2021). Since transactional leaders can influence their subordinates for their development (Masa'deh et al., 2016) and talent development directly impacts engagement (Ali et al., 2020), so the current results stressed the mediating role of talent development in the association between transactional leadership and talent engagement. In this context, transactional leaders regularly arrange development programs to create opportunities for employees to learn and apply, which in turn, influence employees’ self‐efficacy to motivate them to demonstrate a higher level of engagement.…”

“…Ali et al. (2020) found that talent development plays a significant role in enhancing the level of engagement and self‐efficacy of talents. Marrybeth et al.…”

The role of leadership styles in talent management: The mediating effect of innovative work behavior in the Egyptian commercial banks

“…(Isa et al, 2018) described talent development as a social process aims at acquiring and sharing necessary information that influence the experience development of talents within an organization. By retaining talents, development can benefit organization as it reduces the costs associated with recruitment of new employees and operational costs (Ali et al, 2020).…”