International Journal of Management (IJM)

Volume 11, Issue 9, September 2020, pp. 1281-1287, Article ID: IJM_11_09_123
Available online at http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=11&IType=9
ISSN Print: 0976-6502 and ISSN Online: 0976-6510
DOI: 10.34218/IJM.11.9.2020.123

© IAEME Publication Scopus Indexed

THE EFFECT OF TALENT MANAGEMENT

PRACTICES ON EMPLOYEE PERFORMANCE
Dr. Muskan Nagi
Assistant Professor, Gulf University. Bahrain

Yousif Mohammed Ali

Research Student, Gulf University, Bahrain

ABSTRACT
Nowadays, the competition is very sharp amongst the organization; the most
important issue for organization is to achieve perfect performance by the employee.
Therefore, talent management is becoming more important and getting more priority
around the world. In order to attract and retain the talented employee the
organization should have positive employer brand. The talented employees must have
significant contribution to the companies and drive the companies by their
competency and ability to achieve the organization goals. The study is conducted to
examine the impact of talent management on KMC employees’ performance. The
result found a significant relationship between talent management and employee
performance.
Key words: Talent Management, Employee performance, Human Resources
Management.
Cite this Article: Muskan Nagi and Yousif Mohammed Ali, The Effect of Talent
Management Practices on Employee Performance, International Journal of
Management, 11(9), 2020, pp. 1281-1287.
http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=11&IType=9

1. INTRODUCTION
Talent management is a significant doings as it enables an organization to have the right
people with the skills and expertise to meet the instant and future needs of the firm. The
procedure covers exercises, for example, choice, advancement, progression and execution the
board (Wellins, Smith and Erker, 2009). Ability the board has been a top need in the created
nations throughout recent decades as communicated in writing for nations, for example, the
UK, USA, France, China, and Australia (Coulson-Thomas, 2012, Chugh and Bhatnagar,
2011, Egerová, 2013, Lewis and Heckman, 2011). These examinations show that the
misgiving and quest for ability is all inclusive. In the US for example, the Bureau of Labor
and Statistics demonstrated that in 2010 the US had a deficiency of 10,033,000 out of which,
ability was generally needed by businesses (Pfeffer and Sutton, 2011).

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 The Effect of Talent Management Practices on Employee Performance

As per a worldwide overview that was led by Stavrou-Costea and Morley (2011) that
focused 26 nations and 32,000 representatives uncovered that lack of ability in business
substances as undermining execution. Development industry simply like some other endeavor
needs a skilled worker. Piansoongnern and Anurit (2010) contend that Africa has a reflex,
complex conundrum in that on one hand, it has high joblessness rates yet chiefs gripe that
they are lacking in ability, and are eager to select ability whenever. The test with Africa is that
throughout the years, the landmass has endured cerebrum channel, as skilled representatives
look for greener fields in Europe and America (Lewis and Heckman, 2011). Kambui, (2014)
similarly contends that ability the board in Africa has been a significant test because of poor
pay by organizations, and event of uncompetitive workplace that effect contrarily on worker
execution and want to stay with the organization.
Ability the executives are accordingly fundamental for representative execution. As
indicated by Heinen and O'Neill (2004), ability the board is the most ideal method for bridling
representatives potential and upgrading execution. The perfect ability the board framework is
one where all workers comprehend the crucial the association, how far they are towards
accomplishing the association's objectives, and the aptitudes required to improve execution
and help the association understand its fantasy. Ability the executives improve worker
execution and lift the profitability of an association (Armstrong and Baron, 2007). In this
examination will talk about ability the executives practice and how it impact on representative
execution.

2. LITERATURE REVIEW
As the TM was framed in the 1990's, it has high degree in the professional and scholarly
intrigue likewise it has been progressively in the realm of HR the board (Cooke et al., 2014;
Collings and Mellahi, 2009; Cascio and Aguinis, 2008; CIPD, 2006). The consequence of its
fame, nobody have an uncertainty that TM is a particular region with an exact and clear
comprehension to what is need really. In any case, it uncover an entire perspective on the
writing by Lewis and Heckman (2006) that there is no unmistakable picture about the
definition and the objectives of entire TM. Ashton and Morton (2005) has arrived at an
outcome that there is no single all inclusive definition for the TM. Truth be told, Cappelli and
Keller (2014) referenced that TM is in addition the standard definition".
The critical step of the definition the idea is in the assortment of how every professional
and scientists see it. For instance, Gallardo-Gallardo et al. (2013) and Ulrich and Smallwood
(2011) sees that the definition can be whatever the author or the or business pioneer needs.
Since each individual have his very own thought regarding what the definition do and what
not include mean-infer. What's more, it is become obviously scholastically. (Gallardo-
Gallardo et al., 2013) and HR professional (Tansley et al., 2007) the definition is affected by
the kind of the business or work field in exceptionally high that is included to the utilization
of idea. Therfore, as per CIPD (2007) a study that Towers Perrin compay made show that any
organization remembered for the study utilize a similar definition. Also, the pre-owned
definition rely upon that none of the organizations overviewed utilized a similar definition,
and definitions received relied upon vital authoritative work, sort of association, entire
focused condition and different elements. Be that as it may, there is a few endeavors to decide
the idea. One of these conventional idea presented by Collings and Mellahi (2009). They
contend that TM start from decide the vital places that differentially contribute in the upper
hand for the association

3. RESEARCH OBJECTIVES:

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 Muskan Nagi and Yousif Mohammed Ali

The purpose of the study was to examine the effect of talent management practices on
employee performance among construction activities within KMC Company in Bahrain.

3.1 Research Questions

1-To what extent do talent management practices effect on employee performance?

3.2. The Variable

Dependent variable: Employees performance
Independent variable: Talent Management

3.3. Hypothesis
H1: There is a significant relationship between the talent management practices and employee
performance.

3.4. Research Framework

Figure 1

3.5. Population & Sample Size

The target population comprised of management and non-management employees of KMC in
Head office located in Bahrain. Total number of respondents was 120. Random sampling
techniques were practiced and it was assured that information will be kept confidential.

4. DATA ANALYSIS
4.1. Correlation Analysis
Table 1

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 The Effect of Talent Management Practices on Employee Performance

Correlation analysis used in this study to find the relationships between the variables and
based on the result the study shows that there are significant relationships between talent
management and employee performance

Table 2

4.2. Regression Analysis

Regression analysis is a method to examine the relationship between two or more variables.
As the significant value shows more than 0.5 which states that it is non significant in
nature. Hence there is NO Significant (negative relationship) relationship between the
variables

Table 3

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 Muskan Nagi and Yousif Mohammed Ali

4.3. Data Analysis and Discussion on Result

The findings of this study show that there are significant results of the study that include the
statistically significant relation between talent management and employee performance. There
exists a significant relationship statistically between talent management and employee
performance.

4.4. Discussion
This study found from its findings that there is significant relationship between talent
management and employee performance. In this point the findings is in line with another
study findings by Agrela –(2008) who stated that talent management make the organization
able to improve its performance by the talent management. Moreover Agrela –(2008) said that
talent management make the organization able to focus on factors that impact on employee
retention and that will led to grow the organization and the employee performance will be
improved by talent management within the company.
The findings of the present study found that a lot of participants believe that if the
company gives more responsibility that will make the employee have better performance.

5. CONCLUSION
The study has concluded that the training and talent management practice are an important for
organization and plays vita role in talent management strategy which support and boost the
employee performance. This practice improve the skills and knowledge that are required to
the employee in order to do his job very well and It well add to the employee competency in
the long-term and it is critical to the performance employee in overall. This study showed that
when any organization invests money and effort in training and talent management,
performance of employee will get improved. The relationship between talent management and
employee performance is significant.

RECOMMENDATION
In order for KMC Company to improve the employee performance, it is necessary for
organization to plays more attention and care more on developing program which is not
important only but it will boost the employee competitiveness. The program must be designed
by involving both parties the management and employees. The employees are very important
element to help in success or failure the developing program, Therefore the management
should not ignore them. Moreover during designing the career development, the management
of KMC Company should examine with similar organization in same sector to enhance career
development of the KMC employees. After designing and implementing the training program
which includes the talent management practice, there should be measurement of the training
effectiveness and to make sure that the practice on training programs are the current base on
the market needs.

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