Chapter One

General Framework
The Chapter starts with an overview of the topic of the current
study. Then it describes the problem of the current study that
The Effect of Talent Management on Organizational Excellence: A Case Study :‫ﺍﻟﻌﻨﻮﺍﻥ‬
will be addressed, the importance of the study, its objectives,
and the hypothesesof the
that Jordanian ManaseerFinally,
will be investigated. Group this
chapter provides a brief summary of the thesis contents.
‫ ﺿﺤﻰ‬،‫ﺑﻨﻰ ﺳﻌﻴﺪ‬ :‫ﺍﻟﻤؤﻟﻒ ﺍﻟﺮﺋﻴﺴﻲ‬
(‫ ﺣﺴﺎﻣ)ﻤﺸﺮﻑ‬،‫ﺍﻟﺸﻤﺮﻱ‬ :‫ﻣؤﻟﻔﻴﻦ ﺁﺧﺮﻳﻦ‬
1.2 Introduction:
2020 :‫ﺍﻟﺘﺎﺭﻳﺦ ﺍﻟﻤﻴﻼﺩﻱ‬
Ever since 1998, when a gro ‫ﺇﺭﺑﺪ‬ :‫ﻣﻮﻗﻊ‬
1 - 93 :‫ﺍﻟﺼﻔﺤﺎﺕ‬
1119399 :MD ‫ﺭﻗﻢ‬
achieve organizational excellence (Michaels, Handfield-Jones, & Axelrod, 2001). It is
‫ﺭﺳﺎﺋﻞ ﺟﺎﻣﻌﻴﺔ‬ :‫ﻧﻮﻉ ﺍﻟﻤﺤﺘﻮﻯ‬
worth mentioning that the "war for talent"
English :‫ﺍﻟﻠﻐﺔ‬
brought into light the notion that Better talent is worth‫ﻣﺎﺟﺴﺘﻴﺮ‬
fighting ‫ﺭﺳﺎﻟﺔ‬ :‫ﺍﻟﺪﺭﺟﺔ ﺍﻟﻌﻠﻤﻴﺔ‬
for due to the rising need

for the requirement for highly skilled employees‫ﺍﻟﻴﺮﻣﻮﻙ‬

at the‫ﺟﺎﻣﻌﺔ‬
workplace among the :‫ﺍﻟﺠﺎﻣﻌﺔ‬
‫ﻛﻠﻴﺔ ﺍﻻﻗﺘﺼﺎﺩ ﻭ ﺍﻟﻌﻠﻮﻡ ﺍﻻﺩﺍﺭﻳﺔ‬
organizations(Megri, 2014).Talent management (TM) has been an increasingly popular
:‫ﺍﻟﻜﻠﻴﺔ‬
‫ﺍﻻﺭﺩﻥ‬ :‫ﺍﻟﺪﻭﻟﺔ‬
topic (Chuai, Preece, & Iles, 2008). In recent years, a notable increase in the number of
Dissertations :‫ﻗﻮﺍﻋﺪ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬
articles and books relating to TM is observed as it is seen more and more as a high-
‫ ﺍﻷﺭﺩﻥ‬،‫ ﺍﻟﺘﻤﻴﺰ ﺍﻟﻤؤﺳﺴﻲ‬،‫ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬،‫ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺘﺠﺎﺭﻱ‬،‫ﺍﻷﻧﺸﻄﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ :‫ﻣﻮﺍﺿﻴﻊ‬
http://search.mandumah.com/Record/1119399
priority issue for organizations worldwide (Iles, Preece, & Chuai, 2010). Talent :‫ﺭﺍﺑﻂ‬

Management (TM) consists of a set of procedures, systems, and processes that translate

an organization s talent creed and strategy into a diagnostic and implementation

program for investing in the people who exemplify the culture that will achieve

organizational excellence (Berger & Berger, 2004). Thefrequently used

can be academically defined as describing the ability of an individual to produce

creative solutions, encourage others, and foster success even in the face of time

., 2018). Talent management is the use of an integrated set of

activities to ensure that the organization attracts, motivates, develops, and retains the
.‫ ﺟﻤﻴﻊ ﺍﻟﺤﻘﻮﻕ ﻣﺤﻔﻮﻇﺔ‬.‫ ﺩﺍﺭ ﺍﻟﻤﻨﻈﻮﻣﺔ‬2021 ©
‫ﻃﺒﺎﻋﺔ ﻫﺬﻩ ﺍﻟﻤﺎﺩﺓ ﻟﻼﺳﺘﺨﺪﺍﻡ‬ ‫ﺗﺤﻤﻴﻞ ﺃﻭ‬
talented ‫ ﻳﻤﻜﻨﻚ‬.‫ﻣﺤﻔﻮﻇﺔ‬
people ‫ﺍﻟﻨﺸﺮ‬
it needs now‫ﺣﻘﻮﻕ‬ ‫ﺟﻤﻴﻊ‬
and in‫ﺃﻥ‬the
‫ ﻋﻠﻤﺎ‬future
،‫ﺣﻘﻮﻕ ﺍﻟﻨﺸﺮ‬ ‫ﺍﻟﻤﻮﻗﻊ ﻣﻊ ﺃﺻﺤﺎﺏ‬
(Armstrong, 2009).‫ﺍﻹﺗﻔﺎﻕ‬ ‫ﺑﻨﺎﺀ ﻋﻠﻰ‬
Proper ‫ﻫﺬﻩ ﺍﻟﻤﺎﺩﺓ ﻣﺘﺎﺣﺔ‬
talent
‫ ﻭﻳﻤﻨﻊ ﺍﻟﻨﺴﺦ ﺃﻭ ﺍﻟﺘﺤﻮﻳﻞ ﺃﻭ ﺍﻟﻨﺸﺮ ﻋﺒﺮ ﺃﻱ ﻭﺳﻴﻠﺔ )ﻣﺜﻞ ﻣﻮﺍﻗﻊ ﺍﻻﻧﺘﺮﻧﺖ ﺃﻭ ﺍﻟﺒﺮﻳﺪ ﺍﻻﻟﻜﺘﺮﻭﻧﻲ( ﺩﻭﻥ ﺗﺼﺮﻳﺢ ﺧﻄﻲ ﻣﻦ ﺃﺻﺤﺎﺏ ﺣﻘﻮﻕ ﺍﻟﻨﺸﺮ ﺃﻭ ﺩﺍﺭ‬،‫ﺍﻟﺸﺨﺼﻲ ﻓﻘﻂ‬
.‫ﺍﻟﻤﻨﻈﻮﻣﺔ‬
1
 Chapter One

General Framework
The Chapter starts with an overview of the topic of the current
study. Then it describes the problem of the current study that
will be addressed, the importance of the study, its objectives,
and the hypotheses that will be investigated. Finally, this
chapter provides a brief summary of the thesis contents.

1.2 Introduction:

Ever since 1998, when a gro

achieve organizational excellence (Michaels, Handfield-Jones, & Axelrod, 2001). It is

worth mentioning that the "war for talent"

brought into light the notion that Better talent is worth fighting for due to the rising need

for the requirement for highly skilled employees at the workplace among the

organizations(Megri, 2014).Talent management (TM) has been an increasingly popular

topic (Chuai, Preece, & Iles, 2008). In recent years, a notable increase in the number of

articles and books relating to TM is observed as it is seen more and more as a high-

priority issue for organizations worldwide (Iles, Preece, & Chuai, 2010). Talent

Management (TM) consists of a set of procedures, systems, and processes that translate

an organization s talent creed and strategy into a diagnostic and implementation

program for investing in the people who exemplify the culture that will achieve

organizational excellence (Berger & Berger, 2004). Thefrequently used

can be academically defined as describing the ability of an individual to produce

creative solutions, encourage others, and foster success even in the face of time

., 2018). Talent management is the use of an integrated set of

activities to ensure that the organization attracts, motivates, develops, and retains the

talented people it needs now and in the future (Armstrong, 2009). Proper talent

1
management is considered a critical determinant of organizational success (Beechler &

Woodward, 2009; Iles, Chuai, & Preece, 2010), where many organizations have gone

on to take comprehensive administrative approaches in search of excellence, rather than

relying on internal and simple changes in organizations. Further, organizational

excellence has been linked to many modern administrative trends and methods

including talent management (Hashemi & Ghajari, 2014). So, it is widely common that

acquiring the right talent in the right place is more critical than ever before (Strack et al.,

2008). And that, in turn, means companies will have to work harder to win and retain

the talent they need to prosper (Michaels et al., 2001).Thus, talent and talent

management have been given priority in the life cycle of HR activities (Dhanabhakyam

& Kokilambal, 2014).

Jordanian organizations began to walk towards the global pace with a focus on talent

management, but some of these organizations resorted to formal attention to them and

focus on their traditional roles without looking at the strategic dimension of the role of

human resources in formulating steps for success and excellence.

This study aims to (1) examine the implementation and practice of talent management

strategies (talent attracting, talent development, talent retention) in Jordanian Manaseer

group as a case study, (2) identify the relationship between these talent management

strategies (talent attraction ,talent development ,talent retention ) and organizational

excellence, and (3) identify the role of experience and qualification as moderators

variable in explaining the relationship between talent management and organizational

excellence.

2
1.2 Problem Statement and Questions

Developed countries have recognized and dealt with the problem of talent war in light

of the concept of talent management. However, many organizations still lack a real

understanding of this problem, as they work to focus on managing threats that are

concerned with measuring the gap in the performance of human resources, and then

work to address them through training, development, mentoring and motivation

programs as the continuation of this gap represents a threat to the targeted performance.

ignoring opportunity that may need less effort and cost to achieve excellence, success,

and innovation than threat management which is talent management. This does not

mean that we ignore threat management, but there must be alignment in the

organization's development efforts in managing opportunities and threats. Today,

companies face uncertainty about how to manage talent management and formulate

their strategies, especially in the global economy. Every leader in any organization must

continue to invest in human capital to address the shortage of talent (Oladapo, 2014).

In a constantly changing business environment, competitive firms must adapt to

innovations in many areas in order to survive and sustain their development. Manaseer

Group competes with other companies from the same field and the company relies on

its competition for all available capabilities from human resources and technological

development. The most important of these capabilities is the creative human component

and distinguished competencies to attract the most talented employees with high ability

to adapt to work requirements and developments, from high productivity, and alerting

threats and turning them into opportunities that can be used to achieve excellence.

Many authors have argued about the importance of talent management to improve and

facilitate access to organizational excellence, however, empirical research that examines

the extent to which talent management is implemented and its impact on organizational

3
excellence is limited globally and locally. There have been insufficient studies to

investigate whether companies are effectively applying talent management and thus

access to organizational excellence, or if their interest in talent management is only to

improve their reputation and image and to show the company that it is in keeping with

technological and managerial revolutions. Therefore, the current study was conducted to

examine the extent to which talent management strategies are applied and their

relationship to organizational excellence in the Jordanian Al-Manaseer Group as a case

study, as well as the role of the moderator variable, experience and qualification, in this

relationship.

Talent management in the Manaseer Group can effectively enable it to achieve

organizational excellence that gives the company a long-term qualitative and

quantitative advantage over market competitors. A study of the impact of talent

management on organizational excellence may reveal the results organizations can use

in talent management to achieve performance excellence. Therefore, the purpose of this

study is the answer to the following two primary questions. First, "Is there an impact for

talent management practices (attracting talent, developing talent, and retaining talent) on

organizational excellence in the Jordanian Manaseer Group?"

experience and educational qualification affect the direction and strength of this

1.3 The Research Importance

Depending on the study problem, the importance of the current study is illustrated as

follows. Previous research on talent management has focused on the organizational

context (large business companies) of large corporations as multinationals; however,

there is evidence to suggest that the issue is no longer confined to large multinationals

4
or large local organizations (Iles, Chuai, &Preece 2010). Talent management issues are

increasingly important in the SME (Small and Medium Enterprises) sector that is

beginning to shift to the global market, but there is a dearth of empirical studies on such

companies (Festing, Schafer, & Scullion, 2013). This study examined some of the

variables that play a significant role in the excellence and success of organizations

locally and globally, and the importance of this study lies in looking for the impact of

talent management on institutional excellence at Manaseer Group. Therefore; the

importance of this study lies in the following:

Theoretical importance: The importance of this study appears through the scarcity of

published studies on the relationship between talent management strategies and

organizational excellence in Jordanian companies in particular and Arab and

international organizations in general.

Practical importance: The study of talent management and its impact on institutional

excellence reveals findings and recommendations that may benefit organizations and

partnerships in a practical way in adopting talent management as a source of

competitive advantage. Results will be based on more than one measure in this study.

Companies and organizations can employ them to measure the level of talent

management and organizational excellence in order to increase their efficiency and

effectiveness.

1.4 Study hypotheses:

The following hypotheses are formulated to achieve the objectives of the current study:

H1: Talent management has a positive relationship on organizational excellence in the

Jordanian Manaseer Group.

5
The first main hypothesis is divided into three sub-hypotheses to examine the three
practices of talent management (talent attraction, talent development, and talent
retention) as follows:

H1a: Talent attracting has apositive relationship on improving excellence in the

Jordanian Manaseer Group.

H1b: Talent development has a positive relationship on improving

organizational excellence in the Jordanian Manaseer Group.

H1c: Talent retention has a positive relationship on improving organizational

excellence in the Jordanian Manaseer Group.

H2: Experience and qualification moderate the relationship between talent

management and organizational excellence as respondents who have higher levels of
education and experience report higher levels of organizational excellence.

The second main hypothesis is divided into three sub-hypotheses to examine the three
practices of talent management (talent attraction, talent development, and talent
retention) as follows:

H2a: Experience and qualification moderate the relationship between talent

attracting and organizational excellence as respondents who have higher levels
of education and experience report higher levels of organizational excellence.

H2b: Experience and qualification moderate the relationship between talent

development and organizational excellence as respondents who have higher
levels of education and experience report higher levels of organizational
excellence.

H2c: Experience and qualification moderate the relationship between talent

retaining and organizational excellence as respondents who have higher levels
of education and experience report higher levels of organizational excellence.

6
1.5 Thesis Contents

In addition to this chapter, this thesis consists of four chapters. Its content will be

summarized as follows:

Chapter Two: This chapter describes the theoretical background of the current study

based on relevant literature. The researcher explains the concepts of the current study

variables and the most prominent definitions, and highlights previous studies related to

talent management and its impact on institutional excellence, and develops the study

assumptions for the experimental test, and briefly mentioned about the study

environment and why it was chosen, and the chapter concludes with a summary of the

most important previous studies that support the study, and show what distinguishes the

current study from the previous studies that were mentioned.

Chapter Three: This chapter provides a description of the research methodology. The

first section defines the study population and its sample. Data sources, and how to

develop the questionnaire .The second section explains how data were collected. Based

on the relevant literature, the researcher describes the elements that will measure the

variables of this study and the design of the measurement tool, which is the

questionnaire, in the third section. In the same section, the specific elements in the

measurement tool were subjected to building reliability and validity to ensure that the

specific elements accurately measured study variables. The next section prepares and

examines the data. Finally, the researcher describes the statistical tools used in data

analysis.

Chapter Four: This chapter presents the results of the current study. First, the

researcher summarized the demographic characteristics of the sample along industry,

age, and firm size dimensions. Second, descriptive statistics (means, standard

7
 deviations, and simple Pearson correlations) were presented. Finally, hierarchical

regression analyses and hypotheses testing were provided.

Chapter Five: This chapter discusses findings related to the relationships between the

variables of the current study. Additionally, this chapter provides recommendations and

provides suggestions for future research.

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