The impact of the talent management mechanism and self-perceived talent status on work engagement: the case of Japan

Ishiyama, Nobutaka

doi:10.1080/13602381.2021.1905410

Cited by 14 publications

(12 citation statements)

References 48 publications

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“…Transformational leadership is negatively related to work engagement. This deviates with the findings of Church (2013), Sopiah et al (2020), Toka and Hamida (2020) and Ishayama (2021).…”

Section: Discussion Of the Findingscontrasting

confidence: 95%

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The relationship between talent management, transformational leadership and work engagement: An automotive artisan perspective

Smit

Schultz

Hoek

2021

SA Journal of Human Resource Management

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“…Transformational leadership is negatively related to work engagement. This deviates with the findings of Church (2013), Sopiah et al (2020), Toka and Hamida (2020) and Ishayama (2021).…”

Section: Discussion Of the Findingscontrasting

confidence: 95%

“…There is a significant positive relationship between talent management and work engagement (Toka & Hamida, 2020). Ishayama (2021) found that talent management has an impact on work engagement.…”

Section: Talent Management and Work Engagementmentioning

confidence: 99%

The relationship between talent management, transformational leadership and work engagement: An automotive artisan perspective

Smit

Schultz

Hoek

2021

SA Journal of Human Resource Management

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“…Barkhuizen et al [28] discovered that work engagement can be positively influenced by the talent management mechanism. Among the factors that contribute to work engagement, talent management plays an important role [29]. Consequently, this study suggests that talent management has a positive impact on employees' work engagement.…”

Section: Work Engagementmentioning

confidence: 78%

Talent Sustainability and Development: How Talent Management Affects Employees’ Intention to Stay through Work Engagement and Perceived Organizational Support with the Moderating Role of Work–Life Balance

Weng,

Shen,

Kan

2023

Sustainability

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The pandemic and the war have caused challenges, creating a shortage of labor and talent crisis. Organizations have reviewed their work patterns to retain talent and increase employee retention. Data are collected from 344 employees working in Taiwan. This study divides the sample into “key talents” and “non-key talents” and aims to examine how talent management, work engagement, and perceived organizational support affect employees’ intention to stay. The results of this study indicate a significant positive relationship between talent management, work engagement, perceived organizational support, and the intention to stay. This study also confirmed the mediating role of work engagement and perceived organizational support in the relationship between talent management and the intention to stay. Furthermore, work–life balance exerts a notable moderating influence on the relationships among work engagement, perceived organizational support, and the intention to stay. The findings of this research reveal that when employees consider themselves “key talents”, talent management is positively and significantly correlated with the intention to stay. Companies must continuously innovate their talent management strategies to meet employees’ high expectations for a favorable work environment and development opportunities, achieving mutual benefit for both the organization and its employees.

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“…Training is defined as the extent to which the HR department designs training program to enhance employee skills and knowledge, which in turn help in career advancement and achieving high-performance work (Armstrong et al, 2021;Garavan et al, 2021;Park et al, 2022). Prior studies have confirmed the significant impact of HR training on employee work engagement during crises such as pandemic (Armstrong et al, 2021;Azizi et al, 2021;Garavan et al, 2021;Gim et al, 2021;Ishiyama, 2021;Risley, 2020). Therefore, the following hypotheses are proposed: H1.…”

Section: Hr Compensation and Trainingmentioning

confidence: 99%

Fostering employee work engagement and sustainable employment during COVID-19 crisis through HR practices, employee psychological well-being and psychological empowerment

Rahi

2023

ICT

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Purpose This study aims to investigate employee behavior toward work engagement with an integrative research framework that combines human resource practices, employee psychological empowerment and well-being. Moreover, the moderating effect of transformational leadership is tested between employee engagement at workplace during crisis such as COVID-19 and sustainable employment. Design/methodology/approach This study empirically investigates research framework with 353 responses retrieved from employees working in private sector organizations. The data were collected through structured, closed-ended questionnaires. For inferential analysis, structural equation modeling approach has been used. To test the predictive power of the research framework, blindfolding procedure Q2 is incorporated. Findings Statistical findings indicate that HR compensation, HR training, opportunity enhancing, motivation enhancing, psychological well-being and empowerment have explained substantial variance (R2 = 67.5%) in employee work engagement during crisis. Concerning with sustainable employment, the transformational leadership and work engagement have shown significant variance (R2 = 20.6%) in determining sustainable employment. Moving further psychological empowerment has revealed maximum effect size (f2) to determine employee engagement behavior at work place during pandemic crisis. The blindfolding procedure Q2 has exhibited substantial power to predict employee work engagement and sustainable employment during crisis such as COVID-19 pandemic. Practical implications This study has several contributions to theory and practice. Theoretically, this study develops an integrative research framework with the help of human resource practices and employee psychological factors such as employee well-being and empowerment. Therefore, practically, this research suggests that factors such as opportunity enhancing, transformational leadership and employee psychological empowerment need managerial attention to increase employee engagement at workplace and sustainable employment during pandemic crisis. Social implications With the growing concerns of layoff during pandemic crisis, employees have shown lack of interest at workplace because of psychological fears. Nevertheless, this study has established that policymakers could enhance employee engagement at workplace and sustainable employment during crisis by redesigning HR practices and improving employee psychological well-being and empowerment. In addition to that, employee psychological well-being and empowerment are considered healthy factors for human beings and nurture society at large. Originality/value This research is original as it establishes an integrative research framework grounded in HR practices, employee psychological empowerment and employee psychological well-being to investigate employee behavior at work place during crisis such as pandemic. In addition to that, this study has enriched leadership literature by examining the moderating effect of transformational leadership between employee work engagement and sustainable employment.

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The impact of the talent management mechanism and self-perceived talent status on work engagement: the case of Japan

Cited by 14 publications

References 48 publications

The relationship between talent management, transformational leadership and work engagement: An automotive artisan perspective

The relationship between talent management, transformational leadership and work engagement: An automotive artisan perspective

Talent Sustainability and Development: How Talent Management Affects Employees’ Intention to Stay through Work Engagement and Perceived Organizational Support with the Moderating Role of Work–Life Balance

Fostering employee work engagement and sustainable employment during COVID-19 crisis through HR practices, employee psychological well-being and psychological empowerment

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