THE RELATIONSHIP BETWEEN EMPLOYEE PERCEPTIONS ON TALENT MANAGEMENT AND THE INTENTION TO LEAVE THROUGH JOB SATISFACTION AND AFFECTIVE COMMITMENT BASED ON A HIGH PERFORMANCE AND POTENTIAL SYSTEM

Abstract

The purpose of this research is: 1) to explain the relationships between talent management, job satisfaction, affective commitment, and the intention to leave among civil servants in HiPPS projects for the Thai public sector, 2) to develop a model of talent management affecting employees’ intention to leave an organization through job satisfaction and affective commitment, and 3) to develop policy recommendations for talent management in the Thai public sector.

This research used a mixed method which includes quantitative and qualitative approaches. The data was collected by using questionnaires, receiving feedback from a sample of 452 people who are civil servants in high performance and potential systems, or those who have participated in the project, attending Classes 1-16 from the department-level or equivalent, altogether encompassing 88 units. Data analysis was done using Structural Equation Modeling. The correlation structure was reasonable, with Chi-square = 1701.986, df = 502, Relative Chi-square (CMIN/df) = 3.390, GFI = 0.817, RMSEA = 0.073, and CFI = 0.915, which was harmoniously consistent with the empirical data. The intention to leave the job was indirectly influenced by talent retention, with supervisor support through job satisfaction and affective commitment seen as mediator variables. In contrast, talent attraction and recruitment, and talent development were not found to be related to the other variables. Moreover, the results show that job satisfaction exerted a statistically significant negative influence on the intention to leave. Additionally, employees’ perceptions of talent attraction and selection have a positive influence on their intention to leave.

Qualitative approaches were used for in-depth interviews, using purposive sampling to gain insights from the interviews to achieve the objectives set. These in-depth interviews were used to collect data from three key informants: 1) an expert involved in the HiPPS project, 2) a development strategy qualified person, and 3) a human resource management qualified person. The results found that, 1) talent management in the HiPPS project is associated with job satisfaction. The participants are happy to work in the organization and feel satisfied with the development courses. As well, the talent management approach is systematic. 2) In affective commitment, the security factor is the first priority that allows the participants to remain and commit to the civil service system. The HiPPS project provides several incentives to attract individuals to participate, which leads to organizational commitment. 3) Talent management in the HiPPS project is associated with the participants' intention to leave the project or the job. The results found that the rate of resignation from the project, including transfers or resignations from the bureaucracy, also occurs. This may be due to several factors, such as a large number of routine tasks, numerous development activities of the project, and transfers between agencies that are not participating in HiPPS.

The findings indicate that the significance of talent management practices, especially regarding talented people retention and supervisor support, influenced the intention to resign from high-achieving government official positions and suggests that organizations should encourage more talent retention and support from supervisors. The relevant agencies should review and develop an appropriate approach for searching and selecting talented people. In addition, the policy and operational agency level should consider a new developmental approach, because it was found that these processes did not affect job satisfaction and affective commitment. There is also the case of government agencies, which need to review their overall talent management approach due to the rate of leaving from the project or resignation from the bureaucracy that occurs.

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