Chapter Two

Theoretical Framework
The Effect of Talent Management on Organizational Excellence: A Case Study :‫ﺍﻟﻌﻨﻮﺍﻥ‬
of the Jordanian Manaseer Group
This chapter describes the theoretical ‫ﺿﺤﻰ‬ ،‫ﺳﻌﻴﺪ‬
background ‫ﺑﻨﻰ‬current study :‫ﺍﻟﻤؤﻟﻒ ﺍﻟﺮﺋﻴﺴﻲ‬
of the
based on relevant literature. The researcher explains the concepts of
(‫ ﺣﺴﺎﻣ)ﻤﺸﺮﻑ‬،‫ﺍﻟﺸﻤﺮﻱ‬ :‫ﻣؤﻟﻔﻴﻦ ﺁﺧﺮﻳﻦ‬
the current study variables and the most prominent definitions, and
2020
highlights previous studies related to talent management and its impact :‫ﺍﻟﺘﺎﺭﻳﺦ ﺍﻟﻤﻴﻼﺩﻱ‬
on institutional excellence, and develops the study assumptions for the
experimental test, and briefly mentioned about the study ‫ﺇﺭﺑﺪ‬environment :‫ﻣﻮﻗﻊ‬
and why it was chosen, and the chapter concludes 1with - 93a summary of :‫ﺍﻟﺼﻔﺤﺎﺕ‬
the most important previous studies that support the study, and show
What distinguishes the current study from the1119399
previous studies that :MD ‫ﺭﻗﻢ‬
were mentioned. ‫ﺭﺳﺎﺋﻞ ﺟﺎﻣﻌﻴﺔ‬ :‫ﻧﻮﻉ ﺍﻟﻤﺤﺘﻮﻯ‬
English :‫ﺍﻟﻠﻐﺔ‬
‫ﺭﺳﺎﻟﺔ ﻣﺎﺟﺴﺘﻴﺮ‬ :‫ﺍﻟﺪﺭﺟﺔ ﺍﻟﻌﻠﻤﻴﺔ‬
2.1 Conceptual Foundations
‫ﺟﺎﻣﻌﺔ ﺍﻟﻴﺮﻣﻮﻙ‬ :‫ﺍﻟﺠﺎﻣﻌﺔ‬

2.1.1 Talent management ‫ﻛﻠﻴﺔ ﺍﻻﻗﺘﺼﺎﺩ ﻭ ﺍﻟﻌﻠﻮﻡ ﺍﻻﺩﺍﺭﻳﺔ‬ :‫ﺍﻟﻜﻠﻴﺔ‬

‫ﺍﻻﺭﺩﻥ‬ :‫ﺍﻟﺪﻭﻟﺔ‬
Dissertations
The term "talent" comes from ancient Babylonia, Greece, and the Roman Empire.:‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬
The ‫ﻗﻮﺍﻋﺪ‬
‫ ﺍﻷﺭﺩﻥ‬،‫ ﺍﻟﺘﻤﻴﺰ ﺍﻟﻤؤﺳﺴﻲ‬،‫ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬،‫ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺘﺠﺎﺭﻱ‬،‫ﺍﻷﻧﺸﻄﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ :‫ﻣﻮﺍﺿﻴﻊ‬
http://search.mandumah.com/Record/1119399 :‫ﺭﺍﺑﻂ‬
monetary unit (Gallardo-Gallardo et al., 2013). As of the medieval ages, the word talent

developed into the world as we know it today, referring to the natural ability of a

character and aptitudes (Hoad, 1993). Nowadays, talent refers to innate giftedness,

which is regarded as a gift (Tansley, 2011). Because we have so many different views

on what a talented person is, the issue becomes that we do not have a common language

for speaking of talent, with its interpretation and identification dependent on time,

people, and place. For example, Tansley (2011:267)

univer

has to do with the development of the concept of talent in that talent‫ﺍﻟﺤﻘﻮﻕ‬

.‫ﻣﺤﻔﻮﻇﺔ‬ can ‫ﺟﻤﻴﻊ‬
be viewed
.‫ 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
.‫ﺍﻟﻤﻨﻈﻮﻣﺔ‬
9
 Chapter Two

Theoretical Framework

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.

2.1 Conceptual Foundations

2.1.1 Talent management

The term "talent" comes from ancient Babylonia, Greece, and the Roman Empire. The

monetary unit (Gallardo-Gallardo et al., 2013). As of the medieval ages, the word talent

developed into the world as we know it today, referring to the natural ability of a

character and aptitudes (Hoad, 1993). Nowadays, talent refers to innate giftedness,

which is regarded as a gift (Tansley, 2011). Because we have so many different views

on what a talented person is, the issue becomes that we do not have a common language

for speaking of talent, with its interpretation and identification dependent on time,

people, and place. For example, Tansley (2011:267)

univer

has to do with the development of the concept of talent in that talent can be viewed

9
and business has been defined in several definitions including The McKinsey

management. This was due to the shortage of talent, and they thus defined talent as

Talent consists of those individuals who can make a difference to organization

performance, either through their immediate contribution or in the longer term by

demonstrating the highest levels of potential' (CIPD, 2007:3). Similarly, Lawler

he right talent is the fundamental building block when it comes to

creating an organization capable of innovating and changing and using this as a source

contribute significantly to organizational success. In this context, the concept of talent

management appeared which is one of the concepts that appeared in the world of

management and business as a result of the developments that accompanied the era of

globalization, increasing population growth rates, and the knowledge revolution, which

led to the need for increasing the scope of services provided to communities in terms of

quantity and quality, and increased the interest to the inputs of the organizational

system, especially the human resources in terms of developing their capacities and

talents (Al-Masry& Al-Agha, 2015). As a result of which TM gained fame in the

development and management organization and McKinsey's phrase "war for talent"

became part of the business language. In the academic world, talent management (TM)

is a disputed concept. Literature reviews of talent management often bring up the fact

that there is no agreed-upon explanation of what talent management is. However, they

10
are complementary to each other. Lewis and Heckman (2006) discussed the problem of

talent management (TM) and explained that talent management researchers have taken

three clear perspectives on its definition. The salient highlights of those definitions

include: The first perspective takes the view that talent management is merely an

extension of the HR sub-functions and the term is used interchangeably with HRM. The

second perspective focuses on only one aspect of talent management and puts less

emphasis on its other aspects;this perspective takes talent pools as a mechanism to

ensure a regular supply of able workers so that current and possible future requirements

are met without any hindrance. The third perspective can be divided into two

approaches: the exclusive approach and the comprehensive approach;the exclusive

approach suggests that talent is exclusive to some "gifted" individuals only, and

therefore is limited. On the other hand, the inclusive approach considers that all

employees are talented, and an organization-wide effort is needed to encourage people

to explore and improve their talent by providing opportunities to all the employees. So,

the third perspective has a subject approach towards talent (subject approach considers

Mellahi (2009) added a fourth stream to this list, which emphasizes the identification

of key positions, thus the focus is on positions rather than talented individuals. These

perspectives have been instrumental in developing a definition of talent management

and have given varying degrees of importance to different aspects of talent management

in focusing on critical job positions and centers of strategic importance and identifying

the names of replacements for critical positions (Haskins& Shaffer, 2010).Thus TM was

11
defined by Creelman (2004) as:

Collings and Mellahi (2009:305)

processes that involve systematically identifying key functions that contribute

differently to the sustainable competitive advantage of an organization, developing a

pool of high-potential talent and high-performing functions to fill these roles,

developing a structure of distinguished human resources to facilitate the filling of these

jobs with specialized positions and to ensure their continued commitment to the

organization. Anupam and Upsna (2012) expanded its definition as a process of

attracting, integrating, developing and retaining highly skilled workers to work in the

organization. Blass (2009:22)

between strategy, succession planning and HRM, drawing primarily on development

strategies, recruiting and retention strategies, and reward strategies, supported by good

data sources, monitoring and . Figure (2-1) represents the mapping the

talent management territory (Blass, 2009, p. 22).

12
 Figure (2-1) represents the Mapping the talent management territory (Blass, 2009,)

Despite its growing popularity and more than a decade of debate, talent management

structure suffers from conceptual confusion in that there is a serious lack of clarity

regarding its definition, scope, and overall goals (Lewis & Heckman, 2006; Tansley et

al., 2007). The lack of theoretical foundations and conceptual development in talent

management literature can be partly attributed to the fact that most literature in this field

relies on practitioners or consultants (Iles, Chuai, et al., 2010; Preece, Iles &Chuai,

2011). This last conclusion also explains the focus of the literature on practices ("how")

rather than "who" is considered talented and "why". Table (2-1) in Appendix (1) in

provides a summary of the hierarchy of definitions of talent management to facilitate

clarification and understanding of the concept of talent management and its evolution.

13
2.1.2 Organizational excellence

Administrative concepts passed through many factors and circumstances that led to

many changes, such as a shift from a focus on physical capital to a focus on intellectual

capital, and from a focus on quality of services to a focus on service excellence. As a

result of these changes, there has become a need to set standards of excellence based on

a balance between all parties involved in the work of the organization. In 1991, The

European Quality Organization built the European model of excellence (Alrayes,2003).

Excellence is any act or activity for anyone who wants to enhance and achieve the goals

of the organization. Organization Excellence depends mainly on the competitive

strategy of the organization, technology, and relationship with customers (Mcgregor,

1994). The European Foundation for Quality Management "EFQM" clarifies the

concept of excellence that refers to skill in organization performance and results based

on a set of basic practices that include: focus on results, caring for clients, leadership

and goal stability, process management, individual engagement, continuous

improvement and creativity, mutual benefit between partnerships, shared social

responsibility, and achieve benefits for stakeholders, individuals, and society.

According to Hui and Chuan, ( 2002:56) organizational excellence is defined as

commitment to excellence, management values and ethics, empowerment and

innovation, people development, people well-being, use of new technologies, suppliers,

business partnerships, providing customer care service and satisfaction, fostering good

working relations, and finally responsibilities to the public. Grote, (2002) has defined it

as the ability of organizations to provide development opportunities, and to create

conditions that stimulate, correct and face performance problems effectively. Zairi

(2005) emphasized that the excellence organization focuses its practices on opportunity

14
McNamara (1997) argued that in order to achieve excellence, an organization should be

aware of its market share, profitability, customer reputation, technology position,

financial structure, and core competencies. Organizational excellence is the total of the

work and the way to achieve the objectives of all parties concerned with the

organization thus comes the possibility of long-term success (Eskildsen, 2001).

The researcher defines organizational excellence as the organization's access to a high

degree of superiority, and this appears through several indicators, such as

competitiveness, product quality, low costs, customer satisfaction, increasing the

number of customers, decreasing the cost, focusing on opportunities, exceeding

expectations, and promoting good working relationships.

In order to achieve excellence in the organization, it is necessary to handle the

challenges it faces both in the internal and external environment surrounding it, as these

environments are characterized by a set of aspects that must be taken into consideration

(Peters & Weterman, 2004). Bias towards working away from patterns of bureaucratic

management, working to build close contact with clients and responding to their

suggestions, allowing organizational independence at work, attention to the values of

the organization, continued active and flexible oversight, with centralization and

decentralization, and try to show simplicity in the size of the organization and levels of

the organizational structure.

The aim of the organizational excellence process is to develop a strong workforce

having the ability to produce goods and services in a manner that achieves the internal

and external consumer expectations, the intrinsic value is to achieve internal and

15
external consumer desires and to develop awareness towards achieving the objectives of

the organization (Rahman, 2001). The importance of organizational excellence stems

from the ability of organizations to crystallize the forces supporting excellence in

organizations by achieving rapid rates of change, achieving unlimited competition, and

preserving organizational place and status (human powers - organizational culture -

organizational structure), then a growing sense of quality, the ability to using

technology in information and innovation (Zaid, 2003).

Performance measurement is the process of assessing the efficiency and/or effectiveness

of an activity. And measuring quality is the essence of quality management to achieve

excellence in performance (Shewhart 1931). One of the important ways in which quality

management is implemented is through the application of quality standards and quality

awards. The most important quality standard is the ISO 9000 series of International

Quality Standards. For many organizations, the next step after ISO certification is to

achieve a quality award. This is because the awards are more comprehensive than ISO

9000 (Conti 1993). Well-known quality models and awards have emerged. Excellence

models are used as a powerful measurement tool for continuous improvement in

different countries (Sadeh and Garkaz2015). The reason behind the emergence of

distinction models was the increase in global challenges facing countries, economic

openness, and the pressures and forces that influence change in institutions. They are

represented by external forces such as economic, political, technological, and social

factors, and internal forces such as changing organizational goals, values, attitudes,

organizational climate, individuals, work methods, increasing community needs, lack of

resources, economic transformations, and a desire to keep pace with rapid developments

in all fields, and strengthening the ability of institutions to apply the concept of modern

management (Ibrahim, 2001).

16
 The Department of Excellence has been activated by developing models to be a guide

for organizations on the way to excellence. Excellence models are formed through a set

of specific criteria for which each standard has its own degrees that allow institutions to

rely on during the self-assessment process, and it stands for various shortcomings,

strengths, and weaknesses in performance; As part of motivation, these models offer

rewards whose value varies according to levels of performance achieved. For the

purpose of familiarity, this study presents here a summary of the main global and local

models and show similarities and differences.

Excellence Model for the European Foundation for Quality Management (EFQM)

The Excellence Model EFQM was introduced by the European Quality Management

Organization, and the model focused on business excellence and the application of total

quality management in European institutions and countries, and aims to help institutions

to enhance their competitive capabilities, And achieving the required excellence, as a

framework for evaluating institutions to obtain the European Quality Award. It is now the

most widely used regulatory framework in Europe and has become the basis for the

majority of national and regional quality awards (Eskildsen et al, 2001). The EFQM

Excellence Model is a non-compulsory framework based on 9 criteria. Five of them are

Results,

Impact on Community and Business Results). The "results" standards cover what the

organization achieves. "Results" is achieved by "Enablers", and "Enablers" is optimized

using comments from "Results" (Eskildi and & Dehdazzi (2019)).

Malcolm Baldrige National Quality (MBNQ) The Malcolm Baldridge National

Quality Award was established in an effort to promote quality improvement initiatives in

17
American companies (Cazzell, 2009). Malcolm Baldrige's performance excellence

standards are an ideal business model that can be applied as a template for any

performance improvement program, and the standards provide a solid basis for assessing

important business factors in seven categories: leadership; Strategic planning; Customer

focus; Measurement, analysis and knowledge management; Concentration of the

workforce; Operations Management; And the results. Baldrige standards are a very useful

first step in assessing strengths and weaknesses according to a nationally recognized

standard. These standards provide a proven performance improvement framework.

The Japanese Model (Deming) :The Deming Prize is Japan s national quality award

for industry. It was established by the Japanese Union of Scientists and Engineers

t and most prestigious of such awards. Its

principles are a national competition to seek out and commend those organizations

making the greatest strides each year in quality, or more specifically, TQC (Total Quality

Control). The prize has three award categories. They are Individual person, the Deming

Application Prizes, and the Quality Control Award for factory. The Deming Application

prizes are awarded to private or public organizations and are subdivided into small

enterprises, divisions of large corporations, and overseas companies. (Temkin, 2008).

Dubai Government s Excellence Program (El-Kahlout, 2010) Dubai, which has

developed a distinct identity as a modern and dynamic city, realized the benefits of

performance measurement and excellence strategies to become more efficient, flexible

program has several initiatives that have been successfully implemented in Dubai

government departments promoting the principles of excellence, creativity, and quality,

installing the best administrative and professional practices, and implementing the most

18
 advanced and effective working methods. The DGEP Model for institutional excellence

is built around the EFQM Excellence Model with an extra emphasis on innovation and

transparency

Model of King Abdullah II Center for Excellence in Jordan: The King Abdullah II

Center for Excellence was established in 2006, and it worked on building a special model

for excellence, both in the public and private sectors, to spread a culture of excellence,

through awareness of the concepts of performance for excellence and creativity, and in

line with international models. The criteria of the King Abdullah II Award for Excellence

were developed according to The European model has been built on eight main concepts

and standards of excellence that have been adopted alongside the European Model EFQM

standards such as : Leadership, strategies, human resource, partnerships and resources,

operations, product and service, customer and community outcomes, and business results.

In a comparison between the international, Arab and local distinction models:The

researcher developed table (2-2).

International Models Arab Models Local

Criteria Models
EFQM MBNQ Deming Dubai King
Abdullah
Excellence II for
Program Excellence
Leadership

Human Resources
Management

Policies & Strategies

Partnership &Resources

19
Performance Indicators

Results

Operations

Targeted Group

Satisfaction

Information and its

Analysis

Social Responsibility

Creativity

Strategic Planning

Organization and its

Management

Control

Quality Assurance

Quality Impact

Table (2-2): Comparison between International, Arab and Local Excellence Models

20
2.2 Research Model

To achieve the goal of the study, the researcher developed amodel to clarify the

relationship between talent management as (independent variable) and organizational

excellence as (dependent variable). And, figure (2-2) shows these relationships. The

model introduces experience and qualification as moderator variables affecting the

relationship between talent management and organizational excellence.

Figure (2-2): Research Model

Moderator Variable

- Experience
- Qualification

Independent variable Dependent variable

Talent management

-Talent attracting

Organizational
-Talent development Excellence

-Talent retention

2.2.1 Talent Management and Organizational Excellence

The subject of talent management has gained increasing attention in the past two

decades. Companies and institutions alike have become interested in this concept

(Goffee, & Jones2007). With the challenges that each organization faces now or will

face in the near future, entities that hope to survive and maintain their development

21
within the competitive and changing environment, organizations must constantly adapt

to the speed of change facing this era. Changes in environmental factors have obliged

entities to carry out restructuring studies (Erdemir, 2006), resulting in an increased

interest in the concept of talent management. Although entities can gain competitive

advantages and profits in the short term through resources such as relatively accessible

financial capital and new, easy-to-imitate technologies, talent management provides

entities with long-

This is why appropriate talent management was considered a critical determinant of

organizational success (Beechler & Woodward, 2009; Iles et al., 2010) and essential for

earning a living and sustaining organizations (Lawler, 2008). Additionally, effective

talent management provides opportunities to increase the added value employees create

by improving workforce productivity (Storey, 1988). Globally and locally, talent

management has become an increasingly popular topic (Chuai et al., 2008). Because of

the importance of this sector and its significant positive impact on organizations and

improving their performance, numerous organizations within the modern competitive

business environment have recognized the need to employ and develop the best talent

(Kline, 2015). To survive and thrive within the competitive global economy, it requires

organizations to recruit the best talent that the job market has to offer. There is,

therefore, a continual need for organizations to find ways to improve in their attraction,

development, and retention of talented individuals (CIPD, 2009). Uren (2007:32) has

agement to

attract, hire, develop, and retain talent. Yet, HR leaders must realize that the talent

shortage presents both socio-economic and cultural challenges as talent crosses borders

22
(McCauley & Wakefield, 2006). There is widespread acknowledgment of the lack of

skilled individuals within the market, so when an employee has been successfully

recruited to an organization, it is important that suitable efforts are made at retaining

them (Modarress et al., 2013). Braham (2005) stated that effective retention practices

start with good hiring practices. Also, one of the primary concerns of many

organizations today is employee retention. Retention is viewed as a strategic

opportunity for many organizations to maintain a competitive workforce (De Long &

Davenport, 2003; Schramm, 2006). Because top talent makes a positive impact on the

business both financial and nonfinancial companies realize that the cost to recruit,

hire, and train top talent is pushing them towards placing greater emphasis on retaining

top talent today more than ever before (Berger & Berger, 2004).

One of the key challenges many organizations grapple with is why talented employees

leave, taking with them essential competencies and experiences. So, organization

leaders must achieve long term stability from their talent management strategies to

remain competitive in the global economy and not engage in short-term approaches that

result in economic crises (Temkin, 2008). According to Johnson (2000), the only

success factors will be how much longer an organization can retain top talents than

competitors and how quickly the holes created by top talents who leave the organization

are plugged. One of the most important roles of talent management is to effectively

manage and retain an organization's most superior workforce which is the goal of

human resource management. So it is considered that employee retention is the effort of

an employee to continuously remain with their current organization and this also refers

to the effort by the employer to create an environment that encourages the existing

employees to remain with the organization by having policies and practices to address

the employee needs (Mckeown, 2010).

23
Therefore, retaining knowledgeable employees is a key goal of senior management and

one of the primary motivators for having a talent management program. Although pay

and benefits initially attract employees, top-tier leadership organizations focus on

retention rates represents a significant opportunity for an organization to improve its

bottom line which positively affects the organization and its excellence. Organizations

that help in developing employee confidence by providing proper training and coaching

from

which leads to higher employee retention (Chaudhary, Rangnekar, &Barua 2014).

Nowadays, employees are more career conscious where they are demanding more in

career growth and development.

This had come one of the key factors for an organization to retain its talent thought

training and development opportunities (Chitalu, 2011). Khan (2010) mentioned that

most of the employees respond positively to career development and promotion

opportunities in which many organizations are using career management programs to

plan and develop an employee career. Whelan & Carcary (2011) also emphasized that

appropriate training and career development have a positive relationship with employee

retention because it makes employees feel that the institution recognizes their strength

and creates an opportunity to further develop their qualities. (Phillips& Edwards 2008 )

explained that although salary and benefits play an important role in retaining

employees, employees are also searching for opportunities to learn, challenge new

accountabilities, and professional and personal growth. By satisfying these intrinsic

needs it helps the employee to build trust, loyalty, and overall satisfaction in employees

(Nunn, 2000), which in turn tones up the productivity for achieving organizational

excellence. It was found that talent management strategies have a positive impact on

24
improving institutional excellence. In general, this means that companies working to

implement talent management within their policy have better performance points and a

stronger competitive advantage, compared to those that are less applied and are

concerned with talent management strategies. Based on the previous discussion and the

results of the relevant literature, the following hypotheses have been developed.

Hypothesis H1: Talent management has a positive relationship on organizational

excellence in the Jordanian Manaseer Group.

This hypothesis is divided into three sub-hypotheses based on the three dimensions of
talent management and as follows:

H1a: Talent attracting has a positive 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.

2.2.2 Moderation Effects of Experience and Qualification

In this study, experience and qualification were adopted as an intermediate variable, and

the study assumes that the higher the level of expertise and qualifications the better the

relationship between talent management and organizational excellence. I also expect

that respondents with higher levels of education and experience have higher levels of

organizational excellence and that they are in a position better to understand and

manage the social environment in which they work (Neimeyer,2001).

Experience can be considered as implicit knowledge stored in the minds of individuals

and is acquired through the accumulation of their past experiences, and it has an implicit

25
characteristic that does not appear, and its content includes skills, experience, logic, and

wisdom (Kraft et al., 2001). As it is one of the basic resources for achieving excellence

and creativity in the light of escalating intellectual data such as globalization,

privatization, and the information revolution. Thus, the following second hypothesis is

proposed.

H2: experience and qualifications adjust the relationship between talent management

and organizational excellence as respondents who have higher levels of education and

experience report higher levels of organizational excellence.

This hypothesis is divided into three sub-hypotheses based on the three dimensions of
talent management and 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.

2.3 Literature Review Summary

This section aims at providing a brief summary of previous empirical literature on talent

management and organizational excellence. Table 2.2 summarizes literature relevant to

talent management and Table 2.3provides a summary research on organizational

excellence.

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 Table 2.3 Summary of Literature on Talent Management
Researcher And Independent variable (IV)
year of ,andDependant variable
Bublication (DV)
1 Kravariti& IV: TM; internal factors
Johnston. (2020). (recruitment ,selection
,organizational culture)
External factors (national
culture,shortages in certain
talents).
DV: public sector HRM
2 Gardas, et al. IV: Green talent
(2019). management.
DV: sustainability in the oil
and gas sector
3 IV: leadership,
Acar .2018 comprehensiveness,
management talent,
advanced management and
system creation techniques,
and high-level management
skills.
DV: Performance and
Reward System
4 Seshachalam. IV: Talent management
(2016)
5 Abdul-Kareem. IV: Talent Management
(2016)
DV: Organizational Success
The most important findings of the Benefit For the
study current study
The article found that although TM While TM has
originated in the private sector, it received scholarly
could bring benefits to the public attention in the
sector. There is interplay of the private sector, it
internal and external parameters remains under-
which impact the implementation of researched in the
TM in the public sector. public sector. The
study emphasized the
importance of talent
management for
organizations.
The results of the integrated TM has become an
structural model highlighted that essential strategic
domain for the
success and survival
e of both local and
the significant barriers to multinational
unsustainability. organizations in the
energy sector.
Effective talent management TM positively affects
practices have positive important organization
influences on human resources, development
which is the most critical element in a
The study indicated that talent There is a large
management was a high or very high percentage in the
priority, but there is a large survey that either did
percentage in the survey that either not know or was not
did not know or was not sure how to sure how to measure
measure people's performance, TM.
productivity, and talent in its general
form.
Consistent and comprehensive Talent management is
practice for talent management can not the only engine
provide both a measurable benefit that works well, but it
and assurance of the long-term.
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 and Survival
7 Oladapo . (2014) IV: Talent Management
DV: employee retention
8 Ahmadi et al., IV: talent management
(2012) (absorbing, recruiting
talented workforce,
development).
DV: succession planning.
9 Yadav,Mehlawat. IV: Talent Management
(2011)
DV: Employee Satisfaction.
10 Langenegger IV: Talent Management
et al., (2011) strategies.
DV: organizational
performance.
Studies that talked about organizational excellence:
Researcher Independent variable (IV) ,andDependant
And year of variable (DV)
Bublication
11 Betancourt, IV: Equity in Healthcare.
(2020).
DV:High Performance, Value, and
Organizational Excellence
12 Ershadi&Dehda IV : strategic thinking (vision, creativity, and
zzi, (2019) systematic thinking)
MV : organizational forgetting
(purposefulness and randomness)
DV organizational excellence.
Talent management is not the only is clearly strong.
engine that works well, but it is
clearly strong.
The study emphasized the positive The positive strategic
relationship between talent value of an effective
management and retention of key talent management
staff and that it is vital to the health, program is that it is
profitability and survival of not the only driver
organizations. that works well, but it
is clearly powerful.
TM and succession planning within TM has a Positive
government institutions, at present, impact on
do not meet the requirements organizations but it
is not applied in the
study community
This study confirmed the impact of Build a theoretical
talent management on the framework for talent
organization positively. But it management
mentions that just 5 percent of
organizations say they deliver a clear
talent management strategy and
operational plans in space today.
The study emphasized the positive There is a positive
role of effective talent management role for effective
in the organizational performance of talent management in
organizations organizational
performance.
Increase in their profitability
The most important findings of the study
The study confirmed the path to high
performance, value, and organizational
excellence can only be successfully navigated
through equity in healthcare.
The role of organizational obsessive mediators
in the establishment of the organizational
excellence model has been largely confirmed.
Furthermore, the mediator role of
organizational forgetting in the final impact of
strategic thinking on implementing an
organizational excellence model has been
widely endorsed.
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 13 Shammari. IV: Strategic HRM (Business Analysis and Applying HRM practices effectively, as well
(2017) Design, Polarization and Selection, Pay and as its commitment to organizational
Structure, Labor Relations, Performance architecture and their positive impact on
Management). organizational excellence and sustainability.

DV: Sustaining Excellence.

MD: Organizational Architecture.

14 Asgar. (2015) IV: Human Resource Strategy. This study clarified that the integration of
human resources strategy and strategic
DV: Organizational Excellence. planning is essential for achieving excellence
in work, and good human resources
management will be directly related to the
efficiency and performance of health
institutions.

15 Mahalli. (2013) IV: EFQM Model Scope of enablement standards relate to

company performance and lead to relatively
(Leadership criteria, policy and strategies enhanced and improved company
criteria, human resources criteria, resource and performance.
partnership criteria).

DV: performance of company.

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