Journal 1: Talent Management Practices in Malaysia

Title:

“A Study on The Implementation of Talent Management Practices at Malaysian

Companies”

Introduction:
The significance of talent management techniques in keeping people, guaranteeing
organisational success, and offering possibilities for advancement, emphasising their strategic
value and influence on employee performance and engagement, the research will look at talent
management techniques, how they are implemented, and how they affect employee engagement
and retention. It also seeks to understand how talent management affects organisational
performance, as well as to define and design a talent management plan for organisations.

The problem being addressed is:

The study aims to address the issue of efficiently applying talent management strategies
in organisations to promote employee engagement and retention, resulting in organisational
success and better performance. This research will have a substantial impact since it will allow
for the development of a talent management strategy and the implementation of integrated
human resource management systems to identify and nurture a pool of talented people (Kamil
2014).

Critical analysis:
The study report provides a complete model and framework for talent management
techniques in Malaysian organisations. It critically examines different areas, such as the notion of
talent management practices, to identify potential for creating talent management strategies and
emphasises the necessity of knowing employee values for engagement and retention. The
technique included conducting in-depth interviews with human resource practitioners from
chosen Malaysian organisations, with appointments set up after contacting the companies via
email and phone. Interviews were recorded, and detailed notes were gathered and transcribed
after each session.
 The research used an interpretive method to look at talent management techniques,
employee engagement, and retention. The specific hypotheses tested in the study are most likely
related to the impact of talent management practices on employee engagement and retention, the
implications of talent management on organisational performance, and the significance of talent
management for organisational success and sustainability. The study's dataset comprises
interview data from human resource practitioners at six Malaysian organisations, with a focus on
talent management techniques, implementation, and the consequences on employee engagement
and retention.
The study builds a theoretical basis for talent management by relying on relevant
literature and existing frameworks. The study considers the viewpoints of stakeholders, such as
workers, managers, and organisational leaders, to provide a comprehensive analysis of the issue.
Furthermore, the research article uses qualitative data to assess the link between talent
management practices and organisational performance, talent management practice adoption, and
the impact of talent management on employee engagement and retention.

Results/Findings:
There are four phases of analysis elaborated in this study.
Human resource practitioners describe their concept of talent management. There are
several interpretations of talent management. Some perceive it as a workplace strategy (to
increase productivity), while others see it to manage high-performing individuals. Despite the
differences in definitions, all participants agreed that talent management included applying
methods in the workplace. Talent management is seen as strategically crucial for organisational
performance. It may set an organisation apart by boosting strategy execution. Four participants
regarded talent management as focused on developing and maintaining skilled personnel. This is
consistent with standard HR processes such as recruiting, training, and performance management
(Cunningham, I.2007). Overall, the research demonstrates the varied aspects of talent
management. It includes both strategic elements and actions aimed at creating and keeping
competent personnel.
The second finding focuses on the application of talent management methods. The
research concluded that talent management is critical for firms to fulfil their strategic objectives.
It entails recruiting, developing, and keeping talented workers. Talent management is more than
simply identifying future leaders; it also involves developing personnel in all jobs (Clake, R. &
Winkler, V.2006). The research discovered that talent management helps both firms and
workers. Employers can boost employee productivity, growth, and leadership. Employees may
learn new skills, develop in their professions, and feel more confident in their positions. To be
effective, talent management must be incorporated into the organization's broader business plan.
This entails carefully creating and executing programmes adapted to the organization's unique
requirements.
The result demonstrates the impact of personnel management on employee engagement
and retention. The survey discovered that work satisfaction is the primary reason employees quit
an organisation. Employees want to feel appreciated for their efforts, both monetarily and via
prospects for promotion (Wright, T.A. & Cropanzano, R.2004). Organisations that do not
prioritise employee retention risk losing top talent to competition. The important results include
work satisfaction, which shows that employees who are unsatisfied with their positions are more
likely to quit (Eskildsen, J.K. & Nüssler, M.L.2000). Compensation, a lack of opportunity for
advancement, and management concerns may all contribute to employee unhappiness. Next
comes remuneration, where competitive pay and fair compensation policies are critical for
keeping personnel. Employees who believe they are not being recognised for their efforts are
more inclined to seek other opportunities.
Then there's career development, in which workers want to feel that they have
opportunity to grow and improve in their jobs. Organisations that provide training and
development opportunities are more likely to retain their best performers. Then there's employee
engagement, which requires organisations to understand what drives their people and to develop
a work climate that promotes engagement. This might involve offering chances for feedback,
acknowledgment, and autonomy. The research continues by emphasising the significance of staff
retention to organisational performance. Investing in personnel increases the likelihood of
retaining top talent and reaping the rewards of a competent and motivated staff.
The research explored the impact of talent management techniques on organisational
performance. Talent management methods are critical to organisational success. Here's a
summary of the important results, including the fact that talent is a strategic asset. Skilled and
motivated personnel are critical for attaining an organization's objectives and creating a
competitive edge. Effective talent management requires a complete system that involves
acquiring, developing, and keeping personnel via well-defined HR policies and procedures.
Investing in staff development pays dividends, since giving training and development
opportunities boosts employee productivity and organisational performance. Strategic planning is
critical to proactive personnel management because it enables organisations to foresee future
demands and prepare their staff appropriately. Executive support is crucial to demonstrating
leadership commitment and ensuring that resources and mechanisms are in place to optimise
personnel management (Bhatnagar, J. 2004). Talent drives innovation, with a talented and
motivated workforce encouraging creativity and new views, resulting in a competitive advantage
(Powell, M & Lubitsh G. 2007). Overall, the research found that talent management is a strategic
role with a considerable influence on organisational success.

Conclusion/Recommendations:
This study emphasises the strategic relevance of talent management in achieving
organisational success. The study has the following implications for researchers, managers, and
policymakers:

Researchers:
Talent as a strategic asset, where the study validates the idea that talent is a vital resource
for long-term competitive advantage. This emphasises the need for more research into successful
personnel management techniques. Focus on potential to signify a change towards developing
employees' potential for future success. This brings up opportunities for study into strategies for
identifying and nurturing potential. The study emphasises the need of integrating talent
management into overall organisational growth. Further research might investigate successful
integrating tactics.

Managers/Policymakers:
The study emphasises the need of treating talent management as a strategic HR function.
Managers must establish and execute personnel management strategies that are consistent with
the company's objectives. The study concludes that nurturing extraordinary and underutilised
potential is critical. Managers should invest in training, mentoring, and career development
initiatives. The study emphasises the relevance of staff engagement in retention. Managers
should establish an atmosphere that encourages employee engagement and retention.
Transparency in personnel management processes is crucial. Managers must explain the
rationale, advantages, and operation of these procedures to staff. The study emphasises the need
of operational and technical assistance for effective talent management implementation.
Managers should assign the resources required for these elements. Overall, the study emphasises
the need of a holistic personnel management approach that prioritises growth, engagement, and
alignment with company objectives.
Recommendations/Limitations:
Based on this research, there is a constraint in giving practical measures for adopting
effective people management techniques. More study is needed to close this gap and aid HR
professionals in developing and adjusting methods for their unique circumstances. Future
research should address the need for resources to help human resource managers effectively
implement talent management practices, as well as the limitations of providing practical actions
and a call for more research on developing and adapting talent management implementation
strategies.
Journal 2: Leadership in Malaysia

Title: “The Impact of Leadership Competencies on Employee Performance in Malaysia

during the COVID-19 Pandemic”

Introduction:

The paper introduces the importance of employee performance for businesses and the
role of leadership competencies, specifically cognitive intelligence, emotional intelligence, and
social intelligence, in enhancing employee performance in Malaysian businesses. The study
found significant positive relationships between these leadership competencies and employee
performance, with implications presented. This study may have an influence on the adoption of
policies that promote leader training to improve these abilities (Sudhashini Nair, 2022).
Furthermore, this research would assist researchers in having a better knowledge of the many
characteristics required in a leader to improve employee performance (Perumal & Perumal,
2021).
It highlights that employee performance impacts achieving goals, brand image, competitive
advantage, and company culture. Employee performance is measured by behaviour, and various
methods are used to improve it, including feedback, appraisals, and rewards. The study also
explores how the COVID-19 pandemic impacted employee performance due to lockdowns,
remote work, and other measures. Effective leadership was found to be crucial in motivating
employees and maintaining performance during this challenging time.

Critical Analysis:
 The research paper presents a comprehensive model and framework on the influence of
leadership competencies on employee performance in the Malaysian context, especially
regarding cognitive intelligence, emotional intelligence, and social intelligence competencies. It
critically analyses various aspects, such as leadership competencies and their influence on
employee performance, especially during the COVID-19 pandemic.
The paper provides a theoretical foundation about leadership and factors affecting
employee performance by drawing upon relevant literature and established frameworks. The
study was discussing cognitive intelligence competency in business leaders, defined as the ability
to analyse data, recognise talents in employees, and make strategic decisions. Research by
Boyatzis & Ratti (2009), Güngör & Toprakcı (2019), and Swanson et al. (2020) highlights its
importance in effective information processing and decision-making. Studies by Diskiene et al.
(2019) and Miao et al. (2018) demonstrate its positive impact on employee motivation and
performance, emphasising fairness in task allocation and the ability to nurture employee
potential.
The concept of emotional intelligence competency in leaders is defined as their ability to
understand and utilise emotions in the workplace to enhance overall business performance.
Research by Boyatzis and Ratti (2009) emphasises the importance of leaders' emotional
intelligence in resolving employee problems. Studies by Wahyono et al. (2020) and Choudhary et
al. (2017) demonstrate its positive impact on employee motivation and job performance in
settings such as banking and educational institutions. Additionally, research by Dirani et al.
(2020) and highlights the importance of emotional intelligence during the COVID-19 pandemic.
The concept of social intelligence competency in leaders is defined as their ability to
understand social dynamics and interact effectively with others. Research by Maamari and
Majdalani (2017) suggests that leaders' social intelligence influences subordinate behaviour and
work performance. Studies by Diskiene et al. (2019) demonstrate its positive impact on
employee performance through trust-building and strong connections between leaders and
employees. According to Dirani et al. (2020), leaders with high social intelligence are essential
for maintaining employee morale and effectively managing crisis situations during the COVID-
19 pandemic. Based on this literature, it is proposed that there is a significant positive
relationship between leaders' social intelligence competency and employee performance.
 The influence of internal and external factors on employee performance, including factors
like commitment, engagement, incentives, recruitment environment, compensation policies,
communication about training, employees' abilities, and skills, living costs, and family
responsibilities,
However, there's limited research on the impact of leadership competencies such as
cognitive, emotional, and social intelligence on employee performance. Leadership is defined as
a process of social influence aimed at maximising the efforts of others towards a goal. Effective
leadership requires competencies like good judgement, empathy, interpersonal skills, and
acknowledging employees' emotions to empower, motivate, and inspire them.
The COVID-19 pandemic highlighted the importance of leadership competencies, with
leaders like Jacinda Ardern and Tony Fernandes demonstrating empathy, transparency, and
decisive communication to support employees through the crisis. Emotional intelligence is
particularly crucial yet lacking among Malaysian leaders, as listening without judgement
positively impacts employee performance.
Leadership competencies such as cognitive intelligence, emotional intelligence, and
social intelligence are essential for building connections with employees. The research aims to
analyse the relationship between these competencies and employee performance in Malaysian
businesses, advocating for appropriate leadership training to enhance employee performance and
well-being. The methodology involved a deductive approach, with online questionnaires
distributed to 200 employees in Selangor. The research paper evaluates the relationships between
leadership competencies and employee performance using SPSS for data analysis and the
Pearson correlation test.

Results/Findings:

The research method employed in this study involved a sample of 200 employees from
multinational corporations in Selangor, Malaysia, gathered through online questionnaires due to
ongoing lockdown restrictions. Selangor was chosen for its significant economic activity. Non-
probability sampling was utilized. The questionnaire consisted of two sections: one focusing on
demographic information and the other on variables related to employee performance and
leadership competencies. Scales from previous studies were adapted to measure these variables,
with responses recorded on a 5-point Likert scale. Data analysis was conducted using SPSS
software, showing high reliability for all variables.
The demographic information of respondents indicated a diverse sample in terms of
gender, ethnicity, age, education level, and income. The results and discussion section begins
with an analysis of the Pearson correlation test, which examines the relationships between
leadership competencies (cognitive, emotional, and social intelligence) and employee
performance. The correlations are found to be significant, with cognitive intelligence having the
strongest correlation, followed by emotional intelligence, and then social intelligence.
The coefficient analysis reveals that all three hypotheses regarding the influence of
leadership competencies on employee performance are supported. Emotional intelligence
competency is identified as the most influential factor. Positive coefficients indicate that as
leadership competencies increase, so does employee performance.
Lastly, collinearity statistics show moderate correlations among independent variables,
suggesting no multicollinearity issues. Overall, the study confirms the significant impact of
leadership competencies on employee performance, with emotional intelligence playing a central
role.

Conclusion/Recommendation:

Implications for Researchers

This study reinforces the existing body of research on the positive association between a
leader's cognitive, emotional, and social intelligence competencies and employee performance.
Future research can broaden the scope by including more regions in Malaysia and conducting
longitudinal studies post-pandemic. Examining mediating variables like work-life balance could
provide deeper insights.

Implications for Managers

Organisations should prioritise leadership development programmes focused on
enhancing cognitive, emotional, and social intelligence. Action-based learning with peer groups
and coaching programmes can be effective methods. Communication skills development through
mentoring programmes is crucial (Kalogiannidis, S. 2020).
Implications for Policymakers
The Ministry of Human Resources (MOHR) and the Malaysian Institute of Human
Resource Management (MIHRM) can play a vital role in supporting the development and
implementation of effective leadership competency programmes. Raising awareness about the
importance of these competencies can benefit the overall organisational culture and employee
performance in Malaysia.

My Recommendation:
This research highlights the need for a comprehensive approach to leadership
development in Malaysia. Organisations should implement programmes that target all three
intelligence competencies: cognitive, emotional, and social. These programmes should utilise a
variety of methods, including action-based learning, coaching, and mentoring, while also
emphasising effective communication skills. Collaboration between government bodies and
professional organisations can ensure wider adoption of these practices and ultimately enhance
employee performance across Malaysia.

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