dc.contributor.advisor | Nisada Wedchayanon | th |
dc.contributor.author | Mensah, James Kwame | th |
dc.date.accessioned | 2018-02-14T03:09:09Z | |
dc.date.available | 2018-02-14T03:09:09Z | |
dc.date.issued | 2015 | th |
dc.identifier.other | ba188416 | th |
dc.identifier.uri | http://repository.nida.ac.th/handle/662723737/3503 | th |
dc.description | Dissertation (Ph.D. (Development Administration))--National Institute of Development Administration, 2015. | th |
dc.description.abstract | Recent years have witnessed ever-increasing focus on the effective
management of people that represent special significance to their organisations’
success, and perhaps this has been one of the most important developments in human
resource management (HRM). Specifically, talent management (TM) has been the
focus and centre of attention of both HRM scholars and practitioners since it entered
the managerial lexicon in the 1990s. From the work of the McKinsey consultants, the
field of TM has gain much respect and attention across corporate functions, industries,
and national boundaries and has consistently grown from infancy to adolescence. | th |
dc.description.abstract | However, while there is now a sufficient body of evidence that indicates that
TM practices are related to employee performance and the intention to quit, it is still
unclear how these practices affect such outcomes. This study fills this gap by
empirically examining the mediating mechanisms through which TM affects four
dimensions of employee performance, as well as the intention to quit in the Ghanaian
Banking Sector. Thus, this study developed a conceptual model that explains the
relationship between TM and four dimensions of employee performance, as well as
employee intention to quit, through the mediating role of TM outputs (perceived
organisational support [POS], and commitment and satisfaction), taking into account
the effect of business strategy on TM. | th |
dc.description.abstract | Using a sample of 232 talented employees in three Ghanaian banks, a partial
mediation model is outlined and tested using structural equation modelling (SEM). The individual constructs, measurements, and structural models were validated
through SEM and all achieved adequate fit. The findings revealed that quality and
innovative business strategies were positively related to TM, while the cost leadership
strategy was negatively related to TM. Also, the findings showed that TM has a
significant positive relationship with the four dimensions of employee performance:
task, contextual, and adaptive and counterproductive work behaviours. TM has a
positive and significant relationship with POS, which then positively affects employee
satisfaction and commitment. Again, TM has a significant relationship with TM
outputs (POS, satisfaction, and commitment). However, TM has no significant
relationship with intention to quit. Whereas POS has a significant relationship with
the intention to quit, commitment and satisfaction do not. | th |
dc.description.abstract | Furthermore, the results also showed that whereas commitment and
satisfaction partially mediates the relationship between TM and the four dimensions
of employee performance, POS does not mediate this relationship. Lastly, POS fully
mediates the relationship between TM and quit intentions while satisfaction and
commitment do not. Therefore, the findings suggest that TM affects the four
dimensions of employee performance directly and indirectly through commitment and
satisfaction. TM appears not to be the solution or key to a reduced intention to quit;
however, POS may help reduce the intention to quit. Finally, the social exchange
theory (SET), the ability, motivation, and opportunity (AMO) theory, and the signally
theory (ST) provide a useful way of explaining the mechanisms through which TM
leads to employee performance, thereby increasing our understanding of the
phenomena of TM. | th |
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ba188416.pdf: 5172136 bytes, checksum: d4cdf3d28ccd3ceb032a113aa4401fbc (MD5) | th |
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Previous issue date: 2015 | th |
dc.format.extent | 309 leaves | th |
dc.format.mimetype | application/pdf | th |
dc.language.iso | eng | th |
dc.publisher | National Institute of Development Administration | th |
dc.rights | This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License. | th |
dc.subject | Talent management | th |
dc.subject | Employee performance | th |
dc.subject | Affective commitment | th |
dc.subject.other | Job satisfaction | th |
dc.title | Unlocking the "black box" in the talent management employee performance relationship : evidence from the Ghanaian banking sector | th |
dc.type | Text | th |
mods.genre | Dissertation | th |
mods.physicalLocation | National Institute of Development Administration. Library and Information Center | th |
thesis.degree.name | Doctor of Philosophy | th |
thesis.degree.level | Doctoral | th |
thesis.degree.discipline | Development Administration | th |
thesis.degree.grantor | National Institute of Development Administration | th |
thesis.degree.department | คณะรัฐประศาสนศาสตร์ | th |
dc.identifier.doi | 10.14457/NIDA.the.2015.63 | |