Understanding the Relationship between Talent Mindset and Organizational Commitment of Employees in Pakistan

Authors

  • Zanoor Haroon Department of Management Sciences, The Islamia University of Bahawalpur, Pakistan
  • Abideen Z. Department of Management Sciences, The Islamia University of Bahawalpur, Pakistan

DOI:

https://doi.org/10.24203/ajas.v8i2.6089

Abstract

Purpose:- Talented employees are one of the sources that enable the organizations to achieve competitive advantage. However, considering the globalization and hyper-competition in today’s business environment, organizations are facing many challenges including engaging and sustaining talented and skilled employees. Thus, the purpose of this - quantitative, correlational, descriptive and cross-sectional study is to understand the relationship between talent mindset (TM) and organizational commitment components (i.e., affective, normative and continuance) of employees in Pakistan.

Design/methodology/approach: The researcher used the quantitative research approach and employed survey based method, using structured verified questionnaires, to collect data from 300 employees (i.e., principals, vice-principals, the chairman, head of the departments and administrative staff) in educational institutions (i.e., privates sector colleges) in two cities (Bahawalpur and Haroonabad) of the Punjab province of Pakistan.  

Findings: Results confirmed that there is a positive and significant relationship between talent mindset and components of organizational commitment.  

Practical Implications/Limitations: This study has considerable importance, because it provided insights regarding the relationship between dimensions of OC with talent mindset by focusing on employees in the services sector of Pakistan. It is also useful as it provided guidelines regarding how the commitment of employees in educational institutions can be enhanced through designing appropriate strategies and frameworks accordingly. In terms of limitations, the present study had small sample size, and focused on employees in services sector in a specific region.

Originality/value: Most of the studies investigating the relationship between TM and dimensions of OC were conducted in the western context and focused on non-services sector. While, this study focused on services sector in non-western context to further the understanding of relationship between talent mindset and components of organizational commitment of employees in educational institutions in Pakistan.

References

Abazeed, R. A. M. (2018). The Impact of Talent Management on Organizational Commitment of the Employees of Telecommunication Companies in Jordan: The Mediating Role of Employee Work Engagement. International Journal of Academic Research in Accounting, Finance and Management Sciences, 8(4), 153-162.

Akram, M., Afzal, U., & Ramay, M. I. (2017). Mediating role of Organizational Commitment in relationship between emotional intelligence and job performance: Evidence from Higher Education sector of Pakistan, 7(1).

Ali, M. H. (2018). The effect of job satisfaction on the organizational commitment of teachers, with special reference to private-sector universities of Punjab, Pakistan.

Alziari, L. (2017). A chief HR officer’s perspective on talent management. Journal of Organizational Effectiveness: People and Performance, 4(4), 379-383.

Barkhuizen, E. N. (2014). Project talent management. Project management: A behavioral perspective: Theoretical principles, advanced practices and cases. Pearson Education, 370-408.

Baker, D. T., & Kelan, E. (2017). Integrating Talent and Diversity Management. In The Oxford Handbook of Talent Management.

Barkhuizen, N., Mogwere, P., & Schutte, N. (2014). Talent management, work engagement and service quality orientation of support staff in a higher education institution. Mediterranean Journal of Social Sciences, 5(4), 69.

Cappelli, P., & Keller, J. R. (2017). The historical context of talent management. The Oxford handbook of talent management, 23-42.

Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human resource management review, 19(4), 304-313.

Collings, D. G., Mellahi, K., & Cascio, W. F. (Eds.). (2017). The Oxford handbook of talent

Devender, V. (2013). Human resource planning practices in SCCL. VSRD International Journal of Business and Management Research, 3(9), 373-382.

Dixit, S. (2017). A Study of Current Talent Management Strategies for Employee Engagement of Public Sector Banks in Rajasthan.

Maurya, K. K., & Agarwal, M. (2018). Organisational talent management and perceived employer branding. International Journal of Organizational Analysis, 26(2), 312-330.

Kaplan, M., & Kaplan, A. (2018). The Relationship between Organizational Commitment and Work Performance: a Case of Industrial Enterprises. Journal of Economic and Social Development (JESD), 5(1), 46-50.

Malkawi, E. (2017). The Relationship Between Talent Management and Organizational Commitment Case Study: Aqaba Special Economic Zone Authority, Jordan. International Business and Management, 14(1), 80-84.

Meyer, K. E., & Xin, K. R. (2018). Managing talent in emerging economy multinationals: Integrating strategic management and human resource management. The International Journal of Human Resource Management, 29(11), 1827-1855.

Meyers, M. C., & Van Woerkom, M. (2014). The influence of underlying philosophies on talent management: Theory, implications for practice, and research agenda. Journal of World Business, 49(2), 192-203.

Morgan, H., & Jardin, D. (2010). Integrated talent management. OD PRACTITIONER, 42(4), 24.

Morton, L. (2005). Talent Management: A Critical Way To Integrate & Embed Diversity. Available from: http://www. workinfo. com/free. Downloads/259. htm.

Muriithi, F. W., & Makau, M. (2017). Talent Management: A Conceptual Framework from Review of Literature and a Research Agenda. Journal of Human Resource Management, 5(6), 90-94.

Nobarieidishe, S., Chamanifard, R., & Nikpour, A. (2014). The relationship between talent management and organizational commitment in international division of Tejarat Bank, Iran. European Online Journal of Natural and Social Sciences, 3(4), 1116.

Schiemann, W. A. (2014). From talent management to talent optimization. Journal of World Business, 49(2), 281-288.

Stefko, R., & Sojka, L. (2014). Position of talent management in context of organizational functions. European Scientific Journal, ESJ, 10(10).

Welby-Cooke, G. (2010). The psychometric properties of a talent mindset index (Doctoral dissertation, University of Pretoria).

Downloads

Published

2020-04-17

How to Cite

Haroon, Z., & Z., A. (2020). Understanding the Relationship between Talent Mindset and Organizational Commitment of Employees in Pakistan. Asian Journal of Applied Sciences, 8(2). https://doi.org/10.24203/ajas.v8i2.6089

Issue

Vol. 8 No. 2 (2020): April 2020

Section

Articles

License

  • Papers must be submitted on the understanding that they have not been published elsewhere (except in the form of an abstract or as part of a published lecture, review, or thesis) and are not currently under consideration by another journal published by any other publisher.
  • It is also the authors responsibility to ensure that the articles emanating from a particular source are submitted with the necessary approval.
  • The authors warrant that the paper is original and that he/she is the author of the paper, except for material that is clearly identified as to its original source, with permission notices from the copyright owners where required.
  • The authors ensure that all the references carefully and they are accurate in the text as well as in the list of references (and vice versa).
  • Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Attribution-NonCommercial 4.0 International that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
  • Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
  • Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).
  • The journal/publisher is not responsible for subsequent uses of the work. It is the author's responsibility to bring an infringement action if so desired by the author.