A study of talent management practices and talent brand strategy with a mediating role of employee value proposition in the Malaysian banking industry
The main objective of the study is to examine the relationship between Talent Management Practices (TMP), Employee Value Proposition (EVP) and Talent Brand Strategy (TBS) in the Malaysian banking industry as the three underlying variables with twelve indicators of this research. The study uses quant...
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| Format: | Thesis |
| Language: | English English |
| Published: |
2013
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| Subjects: | |
| Online Access: | https://eprints.ums.edu.my/id/eprint/38744/1/24%20PAGES.pdf https://eprints.ums.edu.my/id/eprint/38744/2/FULLTEXT.pdf |
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| Summary: | The main objective of the study is to examine the relationship between Talent Management Practices (TMP), Employee Value Proposition (EVP) and Talent Brand Strategy (TBS) in the Malaysian banking industry as the three underlying variables with twelve indicators of this research. The study uses quantitative methods by which the data were collected using the survey method using mailedquestionnaires to 1200 respondents. The four research objectives and questions of the study were addressed by performing data analysis with Structural Equation Modeling (SEM). The four main hypotheses of the study argued that there are significant positive relationships between TMP, EVP and TBS. Likewise, the results show there is a positive relationship between the EVP and TBS, and interestingly the relationship between TMP and TBS is mediated partially by the EVP. As such, the mediating role played by Employee Value Proposition helps to explain the underlying process that is responsible for causing significant positive relationships between Talent Management Practices and Talent Brand Strategy. The study concludes that due to the presence of empirical evidence on the usefulness of Talent Management Practices, Employee Value Proposition and Talent Brand Strategy, the findings of this study have practical implications for talent development programs in the Malaysian banking industry. The study therefore suggests that Malaysian banks need to have to their own integrated talent programs by not only developing but also retaining their talented employees due to the acute shortage of banking talent in Malaysia as talent development requires investment in intangible asset. |
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