Chapter Five

Discussion
The Effect of Talent Management on Organizational Excellence: A Case Study :‫ﺍﻟﻌﻨﻮﺍﻥ‬
of the
This chapter presents Jordanian
a brief Manaseer
summary Group of the
and discussion
study results. It discusses the findings in light of relevant
‫ ﺿﺤﻰ‬،‫ﺑﻨﻰ ﺳﻌﻴﺪ‬ :‫ﺍﻟﻤؤﻟﻒ ﺍﻟﺮﺋﻴﺴﻲ‬
literature. It also suggests recommendations for both
research and practice. Further, (‫ﺣﺴﺎﻣ)ﻤﺸﺮﻑ‬ ،‫ﺍﻟﺸﻤﺮﻱ‬
the limitations that the :‫ﻣؤﻟﻔﻴﻦ ﺁﺧﺮﻳﻦ‬
researcher faced while conducting the research are2020
presented :‫ﺍﻟﺘﺎﺭﻳﺦ ﺍﻟﻤﻴﻼﺩﻱ‬
so that future research can consider.
‫ﺇﺭﺑﺪ‬ :‫ﻣﻮﻗﻊ‬
5.1 Data Analysis Results 1 - 93 :‫ﺍﻟﺼﻔﺤﺎﺕ‬
1119399 :MD ‫ﺭﻗﻢ‬
The primary objective of the current study was to examine the relationship between talent
‫ﺭﺳﺎﺋﻞ ﺟﺎﻣﻌﻴﺔ‬ :‫ﻧﻮﻉ ﺍﻟﻤﺤﺘﻮﻯ‬
Englishwas divided into sub- :‫ﺍﻟﻠﻐﺔ‬
management and organizational excellence. This primary objective

objectives ‫ﺭﺳﺎﻟﺔ ﻣﺎﺟﺴﺘﻴﺮ‬ :‫ﺍﻟﻌﻠﻤﻴﺔ‬

ow ‫ﺍﻟﺪﺭﺟﺔ‬
‫ﺟﺎﻣﻌﺔ ﺍﻟﻴﺮﻣﻮﻙ‬ :‫ﺍﻟﺠﺎﻣﻌﺔ‬
effective is talent management in promoting organizational excellence at the Jordanian
‫ﻛﻠﻴﺔ ﺍﻻﻗﺘﺼﺎﺩ ﻭ ﺍﻟﻌﻠﻮﻡ ﺍﻻﺩﺍﺭﻳﺔ‬ :‫ﺍﻟﻜﻠﻴﺔ‬
Manaseer Group? o demographic factors ‫ﺍﻻﺭﺩﻥ‬
namely; experience and :‫ﺍﻟﺪﻭﻟﺔ‬

qualification moderate the relationship between talentDissertations :‫ﻗﻮﺍﻋﺪ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬

management and organizational
‫ ﺍﻷﺭﺩﻥ‬،‫ ﺍﻟﺘﻤﻴﺰ ﺍﻟﻤؤﺳﺴﻲ‬،‫ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬،‫ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺘﺠﺎﺭﻱ‬،‫ﺍﻷﻧﺸﻄﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ :‫ﻣﻮﺍﺿﻴﻊ‬
http://search.mandumah.com/Record/1119399 :‫ﺭﺍﺑﻂ‬
The Manaseer Group was chosen to be the target population in the current study for its

ownership of more than 20 companies in vital and strategic sectors including infrastructure,

building materials, mining, energy, business and food solutions, services and chemicals.

The results indicated that the Jordanian Manaseer Group adopts talent management

practices in most of their operations and companies. According to the results, almost all

talent management practices are implemented at the same high level. This was not

surprising due to the company's acquisition of a market share in several sectors, enabling it

to have a management style such as talent management.

.‫ ﺟﻤﻴﻊ ﺍﻟﺤﻘﻮﻕ ﻣﺤﻔﻮﻇﺔ‬.‫ ﺩﺍﺭ ﺍﻟﻤﻨﻈﻮﻣﺔ‬2021 ©
‫ ﻳﻤﻜﻨﻚ ﺗﺤﻤﻴﻞ ﺃﻭ ﻃﺒﺎﻋﺔ ﻫﺬﻩ ﺍﻟﻤﺎﺩﺓ ﻟﻼﺳﺘﺨﺪﺍﻡ‬.‫ ﻋﻠﻤﺎ ﺃﻥ ﺟﻤﻴﻊ ﺣﻘﻮﻕ ﺍﻟﻨﺸﺮ ﻣﺤﻔﻮﻇﺔ‬،‫ﻫﺬﻩ ﺍﻟﻤﺎﺩﺓ ﻣﺘﺎﺣﺔ ﺑﻨﺎﺀ ﻋﻠﻰ ﺍﻹﺗﻔﺎﻕ ﺍﻟﻤﻮﻗﻊ ﻣﻊ ﺃﺻﺤﺎﺏ ﺣﻘﻮﻕ ﺍﻟﻨﺸﺮ‬
‫ 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
55 .‫ﺍﻟﻤﻨﻈﻮﻣﺔ‬
 Chapter Five

Discussion

This chapter presents a brief summary and discussion of the

study results. It discusses the findings in light of relevant
literature. It also suggests recommendations for both
research and practice. Further, the limitations that the
researcher faced while conducting the research are presented
so that future research can consider.

5.1 Data Analysis Results

The primary objective of the current study was to examine the relationship between talent

management and organizational excellence. This primary objective was divided into sub-

objectives ow

effective is talent management in promoting organizational excellence at the Jordanian

Manaseer Group? o demographic factors namely; experience and

qualification moderate the relationship between talent management and organizational

The Manaseer Group was chosen to be the target population in the current study for its

ownership of more than 20 companies in vital and strategic sectors including infrastructure,

building materials, mining, energy, business and food solutions, services and chemicals.

The results indicated that the Jordanian Manaseer Group adopts talent management

practices in most of their operations and companies. According to the results, almost all

talent management practices are implemented at the same high level. This was not

surprising due to the company's acquisition of a market share in several sectors, enabling it

to have a management style such as talent management.

55
The results of the current study also showed that talent management practices have a strong

positive relationship with organizational excellence supporting the main arguments and

propositions of the current study. The study concludes that when the Manaseer Group in

particular, Jordanian, local and international companies in general adopt talent management

philosophy and practices, they eventually realize competitive advantages. This conclusion

is consistent with Al-Hila (2014), who argued that human capital human capital in today's

world is the most important component of organizational success, therefore, attracting and

appreciating the gifted contributes significantly improving performance and organizational

excellence.

Business environments undergo major changes that result in changes in the way an

organization operates. With the changes within the organization, the organization

constantly develops its talent from innovation and development of new knowledge that

increase competitive advantage(Brown, Hesketh& Williams, 2003; Sennett, 2006). Proper

talent management is considered a critical determinant of organizational success

(Beechler& Woodward, 2009; Iles et al., 2010), and imperative for the livelihood and

sustainability of organizations (Lawler, 2008). Efficient talent management provides

opportunities to increase the added value created by employees by improving workforce

productivity (Storey, 1988).

Towers Perrin, (2003) emphasizes that attracting, selecting, engaging, developing, and

retaining employees are the five main focuses of talent management. In order for

companies to gain a competitive advantage, the demand for human capital will continue to

drive talent management. Many organizations adopted comprehensive administrative

approaches in search of excellence, rather than relying on internal and simple changes in

56
organizations, and organizational excellence has been linked to many modern

administrative trends and methods including talent management (Hashemi&Ghajari, 2014).

The results of the current study are similar to the results of the

(2018) that showed if all firms givedue consideration to talent management and use a fair

and reliable performance system, their employees increase their positive feelings toward

their firms and become more faithful to achieve its aims. As a result, relevant literature

concludes that effective talent management practices have important influences on human

resources which is among the most critical elements

A large number of researchers agreed on the importance of talent management. TM has

become an essential strategic domain for the success and survival of both local and

multinational organizations in the energy sector (Gardas, et al. 2019).Abdul-Kareem.

(2016)and Langenegger et al. (2011) mentioned that consistent and comprehensive practice

of talent management can provide both a measurable benefit and assurance of long-term

survival. For example, TM positively affects organization development, where

,irak and Acar(2018) reported that effective talent management practices have positive

important influences on human resources, which is the most critical element in a

survival. In line with this stream of research, Oladapo(2014) emphasized the

positive relationship between talent management and retention of key staff and that it is

vital to the health, profitability and survival of organizations.

With researchers and specialists stressing the importance of talent management, some

stated that there are some unclear areas that require consideration in future research. For

example, the study of Seshachalam (2016) indicated that although talent management was a

very high priority, there was a large percentage in the survey that either did not know or

57
were not sure how to measure people's performance, productivity, and talent in its general

form. Similarly, although Yadav, Mehlawat . (2011) confirmed the positive impact of talent

management on organizational outcomes, they mentions that just five percent of

organizations say they deliver a clear talent management strategy and operational plans in

place nowadays. While TM has received scholarly attention in the private sector, it remains

an under-researched area of inquiry. Kravaritiand Johnston (2020) and Ahmadi et al. (2012)

indicated that talent management and succession planning within government institutions,

at present, do not meet the requirements of becoming a world class practice.

5.2 - Recommendations

In light of the results of this study, the researcher provides some recommendations to the

folling concerned parties.

Governmental bodies: The need to pay attention to creators in schools, universities, and

governmental organizations, support them, and recognize their talents, as they represent

intellectual energy that improves the levels of organizations' performance and increases

their competitive capabilities. In line with this, governments are encouraged to allocate

courses for information systems in schools and universities to keep pace with developments

in information technology. Further, they are advised to developa roadmap to enhance the

performance of the faculty members in schools and universities, as this has an impact and a

reflection on students who represent the real way out of society and the entrance to the

labor market.

Jordanian Manaseer group: Attention to creators and talented people, providing

laboratories and scientific research centers at the company's headquarters and allocating a

58
portion of the budget to finance some creations and innovations among the employees of

the company, to encourage them and unleash their intellectual energies. In line with this,

they are encouraged to (1) modernize information systems to keep pace with technology

developments, create specialized centers that offer computerized application programs, and

encourage local programmers to produce computerized programs that serve local

organizations, (2) coordinate with universities and colleges to attract and employ talented

people, and allow them to unleash their creative energies, (3)move away from the

bureaucratic systems of administration, deal flexibly with employees, and recognize and

motivate their talents, and (4) keep pace with contemporary management thought in the

field of talent management,and support and provide modern learning methods and all that is

required for the gifted to accomplish and translate their abilities.

Civil society institutions: Provide centers and libraries for creative childrenasthis allows

them to develop their energies and direct them towards serving society. Further, ensure that

talent is attracted at the local and international levels, and the national endeavor to limit the

emigration of national minds and maximize their use locally.

5 .3 Limitation and Future Research:

Limitations:

Limitations of this study must be acknowledged, which are summarized as follows:

The study conducted for the Jordanian Manaseer group, thus considered as a case

study with limitations for the generalizability of the findings and the results.

Succession strategy or career replacement planning) that might affect the level of

59
 implementation of talent management or/and might affect the relationship between

talent management and organizational excellence.

Using self-administered survey which may allow for subjectivity although it is the

most appropriate method that matches the study design.

Further research:

Although talent management is a relatively recent management concept that has attracted

much attention from practitioners and academics, there is still much room for further

research in this field. This study acknowledges the need for more in-depth research on the

topic, to understand the main influencing factors for the winning formula for the "talent

war Therefore, this study suggests the following:

1) Carrying out future studies on talent management and organizational excellence,

through conducting a study on private companies and government companies, in

order to reach more results related to talent management and its impact on

performance and organizational excellence.

2) A comparative study can be undertaken with other private or government sectors to

identify talent management best practices that include qualitative and large

quantitative data collected on the TM approach. Such extensive research is likely to

reveal interesting insights.

3) Using broad and thorough research for capturing the problem at the root of the

talent shortage is critical for the future stability and success and might take the field

to the next level.

60
 4) Future research should look at the success rate of Talent Management models and

strategies. It should find answers to questions such as: what worked well and what

did not? What were the main limitations of their application? How did employees

react and feel about the TM approach?

61

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