Talent Management and Innovative Behavior Based on the Mediating Role of Organizational Learning

Abstract

Abstract. This study aimed to investigate the relationship between talent management and the innovative behavior of employees based on the mediating role of organizational learning. This study is a descriptive study, according to the data collection and analysis methods and, it is a survey, according to the implementation. It was conducted during 2015 to 2016 in Mashhad, Iran. Participants were 147 staffs employed in the information technology organization of Mashhad municipality. Data were collected using three valid and reliable questionnaires. Data were analyzed using SPSS software version 19. According to the main hypothesis of the study, there is a significant relationship between talent management and the innovative behavior of employees, and organizational learning mediates the relationship between talent management and the innovative behavior of employees. Also, according to the minor hypothesis, there is a significant relationship between the components of talent management and innovative behavior and the components of organizational learning can mediate the relationship between talent management and innovative behavior. Organizational learning capability has a significant relationship with innovation and innovative behavior and the organizational learning is a way in which educational and training opportunities for employees can be linked to innovative goals.

Investigating the role of innovative behavior in mediating the effect of transformational leadership and talent management on performance

“…This confirms the meaning that university managers need to manage the talents of lecturers as best they can, especially in terms of the resourcing strategy, attraction, and retention policies and programs, talent audits, role development, talent relationship management, performance management, total reward, career management and creating the best place to work (Smilansky, 2005) so that the innovative behavior of lecturers grow optimally so that universities can benefit from the growth of innovative behavior. This finding aligns and confirms previous research conducted by Khaki et al (2017), Olaka et al (2018), and Riaz et al (2018) show that talent management has a direct effect on innovative behavior. Thus, these findings are consistent, support, and confirm the results of previous studies that transformational leadership has a positive and significant direct effect on innovative behavior with the research setting of the lecturers of private higher education in Indonesia.…”

“…This result is consistent with the results of testing the other two previous hypotheses and is inline by aligning and confirming the results of previous studies which prove that talent management has a direct effect on innovative behavior (e.g. Khaki, Khanzadeh, & Rad, 2017;Olaka, Okafor, & Ulo, 2018;Riaz, Xu, & Hussain, 2018) and innovative behavior has a direct effect on performance (e.g. Janssen, van de Vliert, & West, 2004;Marques & Ferreira, 2009;Gunday, et al, 2011;Aryee et al, 2012;Bhanugopan, van der Heijden, & Farrell, 2017;Schuh, et al, 2018;Shanker, et al, 2019).…”

“…Several studies conducted by Khaki, Khanzadeh, and Rad (2017), Olaka, Okafor, and Ulo (2018), Riaz, Xu, and Hussain (2018) showed that talent management has a direct effect on innovative behavior. Thus, it can be hypothesized: H5: Talent management has a direct effect on innovative behavior.…”

Talent Management and its Impact on Innovative Work Behaviour among Registered Nurses in Public Hospitals of Malawi

“…Cognisant of the crucial roles nurses play in the healthcare system, and in a quest to strengthen the quality of healthcare and public health services, the Malawi government implemented various talent management strategies aimed at spurring on the accessibility, productivity and energy of healthcare personnel in the country (HRH 2018;HSSP II 2017-2022. It must be acknowledged that innovative work behaviour such as the creation, introduction and application of new ideas is key to achieving productivity and quality health services (Kim and Koo 2017;Matthew and Stuart 2017), and that a sure way of achieving innovative work behaviour is through the implementation of talent management strategies (Khaki et al 2017;Woods et al 2018). Talent management strategies such as talent strategy, talent development, talent deployment, staffing, talent engagement, talent retention, performance management and financial rewards have, subsequently, been implemented by the Malawi government through the Ministry of Health (HRH 2018) in conjunction with numerous bilateral, multi-lateral partners and non-governmental actors (HRH 2018;HSSP II 2017-2022.…”

“…Innovative work behaviour is of central importance in organisations nowadays, as both the pace and force of globalisation and technological advancements necessitate the creation of business value by developing worthwhile ideas into a customer-centric marketable reality. Talent management practices play a crucial role in promoting organisational innovation by increasing the creativity of individual employees (Khaki, Khanzadeh, and Rad 2017). Studies have pointed out the significance of developing innovative behaviour among healthcare workers to ensure that healthcare institutions can provide rapid, reliable, and high-quality patient care (Crowley-Henry, Benson, and Al Ariss 2018; Moloney et al 2018).…”