People No LimitsPeople No Limitswww.uv.es/lunawww.uv.es/luna

Roberto.Luna@uv.esRoberto.Luna@uv.es

TALENT MANAGEMENT: INFLUENCES ON JOB SATISFACTION AND PERFORMANCE

Roberto Luna-ArocasAssociate Professor, University of Valencia, Spain

Jose Vicente Pascual IvarsAssistant Professor, University of Valencia, Spain

Lorena Garrido BautistaUniversity of Valencia, Spain

GRUPO DE INVESTIGACIÓN EN DIRECCIÓN Y DESARROLLO DE PERSONAS

peopleNO LIMITS

GRUPO DE INVESTIGACIÓN EN DIRECCIÓN Y DESARROLLO DE PERSONAS

peopleNO LIMITS

Today business has to cope with hard competition and continuous change (Hamel & Prahalad, 1994) and Human Resources Management (HRM) is clearly affected

by this turbulent environment

UIrich (1997, p.304) emphasise “under environment conditions of low change, attention to HR practices had little impact on business results, but under

environmental conditions of high change, executive attention to HR practices had a large impact on business results”

In spite of the great deal of research in HRM in the last decades, there is still a big gap between what happens in theory and practice (Pfeffer & Sutton, 1999).

If a talent strategy it means a return of investment about twenty two points over other firms in the same sector, why it is not widespread in firms if talent strategy is related with performance?

Talent strategy it means attract, develop and retain people with excellence competencies to work.

Generally, talent management (TM) is associated with competency based management (CBM) where competencies are aligned to organizational values and goals (Hayton & McEvoy, 2006; Kochanski & Ruse, 1996; Ulrich, 1998; Ulrich et al., 1995).

Some organizations refuse talent

But is talent a shortage?

•Talent mindset is not presence in firms.

Right Management Consultants (Philadelphia, a subsidiary of Manpower; Credit Union Management, 2004):

for out ten managers and executives are considered excellent leaders, exhibiting management talents their employer’s value most.

TM is the highest challenge for Human Resources in the 2015

The Boston Consulting Group (BCG): 1350 managers in 27 countries done by and the European Association of Personnel Management (EAPM)

five main challenges for the future, being TM the most critical and valued.

HR Focus, a prestige practitioner journal anticipated the most important issues from HR managers:

75% were worried about retaining and developing key employees in organizations.

Gupta (2001, p. 2), editor in chief of American Journal of Business (formerly Mid-American Journal of Business) assesed

“If I am puzzled as you are with the crisis of TM, I encourage you to engage in some serious study of this issue. We need to learn more before it´s too late”.

Boudreau and Ramstad (2005) in an article published in Human Resource Management

underline the fact that nowadays, a talent science is needed given it´s incremental importance to stimulate talent decisions.

Tolich (2005) in Administrative Science Quarterly expresses the bad TM in a knowledge economy.

In 2007 the Harvard Business Review gives a special emphasis on TM

HBR Spotlight, How to manage the most talented) with two articles:

(1) “Leading clever people” (Goffee & Jones, 2007) and

(2) (2) “Crisis at the Summit” (Parsons & Pascale, 2007.

The Economist published in 2006 an article entitled The battle for brainpower claiming that organizations are much concerned about TM.

Talent Management (TM) from the Talent Management (TM) from the resource based viewresource based view

Talent management (TM) is associated with competency based Talent management (TM) is associated with competency based management (CBM) where competencies are aligned to organizational management (CBM) where competencies are aligned to organizational values and goals (values and goals (Hayton & McEvoy, 2006; Kochanski & Ruse, 1996; Hayton & McEvoy, 2006; Kochanski & Ruse, 1996; Ulrich, 1998; Ulrich et al., 1995)Ulrich, 1998; Ulrich et al., 1995). .

There is a clear consensus about the importance of employee behaviours There is a clear consensus about the importance of employee behaviours more than the human resources practices in the value creation of an more than the human resources practices in the value creation of an organization (e.g. MacDuffie, 1995; Schuler & Jackson, 1987; Wright & organization (e.g. MacDuffie, 1995; Schuler & Jackson, 1987; Wright & Snell, 1998; Colvin & Boswell, 2007Snell, 1998; Colvin & Boswell, 2007

One of the streams of research that seems to hold “the promise of One of the streams of research that seems to hold “the promise of creating a truly strategic approach to talent management” (Lewis & creating a truly strategic approach to talent management” (Lewis & Heckman, 2006, p. 145) is precisely the resource-based view (RBV) Heckman, 2006, p. 145) is precisely the resource-based view (RBV) perspective. perspective.

The HR arquitecture is a value-creating system that raises the The HR arquitecture is a value-creating system that raises the question of the appropriate locus of strategic value creation (Becker question of the appropriate locus of strategic value creation (Becker & Huselid, 2006, p. 900). & Huselid, 2006, p. 900).

HYPOTHESESHYPOTHESES

Talent

Management

Job

Satisfaction

Job

Performance

H1

H2 H3

H4 Mediating Model

METHODOLOGYMETHODOLOGYSampleSample– 198 employees working in the city and province of Valencia, 198 employees working in the city and province of Valencia,

SpainSpain

MeasurementsMeasurements– TalentTalent management Scalemanagement Scale

Alignement Alignement Manager´s TMManager´s TMTalent CompetencyTalent CompetencyJob AutonomyJob AutonomyTalent Management DevelopmentTalent Management Development

– Job Satisfaction (Adapted from Price, 1977)Job Satisfaction (Adapted from Price, 1977)– Job Performance (Adapted from Kuvaas, 2008; Tam et al., 2002)Job Performance (Adapted from Kuvaas, 2008; Tam et al., 2002)

RESULTSRESULTS

Step 1: Path Analysis TMStep 1: Path Analysis TMJPJP

Talent

Management

X1

X2

X3

X4

X5

Job Performance

X6

0,479***

0,633

X7

1

0,482

0,974

0,570

1

0,746

RESULTSRESULTSStep 2: Path Analysis JSStep 2: Path Analysis JSJPJP

Job

Satisfaction

X8

X9

Job Performance

X6

0,608***

0,975

X7

0,812

X10

0,711

0,94

1

RESULTSRESULTSStep 3: Path Analysis TPsStep 3: Path Analysis TPsPOP mediated by Job SatisfactionPOP mediated by Job Satisfaction

X1

X2

X3

X4

X5

X6

0,168 ns

0,680

X7

1

0,503

0,962

0,608

1

0,780

Job

Performance

Talent

Management

Job

Satisfaction

X8

X9

X10

0,699***

0,448 *

0,810 1

0,994