Talent Management: A Key Factor in Employee Commitment, Contribution and Intention to Stay

Rola CHAMI-MALAEB  (DBA Graduate 2012) is currently an Assistant Professor at the Lebanese University and Head of the Management Department at the faculty of Economics and Business Administration. She has defended her thesis on the concept of talent management (TM). This study presents and explores the results of an original model to explain the impact of TM practices on employees' intention to stay. 

A New Model for Talent Manager

Talent is a leader's most precious commodity and the key to keeping one's competitive edge. Academics and practitioners began focusing on talent management (TM) in the 1990s. Although much research has been carried out in the field of human resource management, little focus has been given to TM practices. And this despite the fact that company interest in TM has grown exponentially over the past decade.

This thesis presents the results of an original model that aims to explain the impact of TM practices on employees' intention to stay. The study contributes to the development of TM knowledge. More specifically, it not only clarifies the concept behind TM and its related practices, but also aims to understand and measure the impact on affective commitment, contribution and intention to stay.

Rola Chami-Malaeb presents a new perspective on the importance of TM in employee performance. The study developed five original scales for TM practices based upon Diamantopoulos's index construction. It also presented and validated a model that details the relationship between TM and employee intention to stay. Two variables (commitment and contribution) served to mediate the relationship between TM practices and intention to stay. Through the analysis of TM practices in nine Lebanese companies, the study highlighted the positive impact on employee commitment, contribution and intention to stay.

Managerial Impact of the Research 

This study explores the concept of talent management (TM) initiatives as perceived from the employee perspective. An original scale was developed to shed light on the managerial implications of TM and their importance to companies and human resources. The study results are of particular interest to HR managers and professionals who wish to implement and measure TM initiatives in Lebanon and other countries.

Talent management provides a long term strategy to improve workforce management and limit brain drain. This research helps illustrate how executives, managers and HR professionals can turn TM into a win-win solution. The study is one of few to empirically and quantitatively examine the impact of TM practices on employee performance in the Middle East. Study results highlight that TM practices serve to increase employee intention to stay as well as improve performance.

Empirical evidence demonstrates that increased understanding and application of TM initiatives has a positive effect on companies. The study also highlights the fact that managers in the Middle East have the skills needed to implement TM practices adopted from the West.

KEY POINTS

  • TM practices have a direct impact on employee commitment, contribution and intention to stay.
  • The impact of TM practices on commitment and contribution is greater than on intention to stay.
  • Retention practices contribute most to employee commitment and contribution.
  • Employees at companies with Human Resources Management Systems (HRMS) responded more positively to TM practices in terms of commitment, contribution and intention to stay.

Rola CHAMI' publications