Chapter Three

The Research Methodology

The Effect of Talent Management on Organizational
This chapter Excellence:
provides a description A Case
of the Study
research methodology. :‫ﺍﻟﻌﻨﻮﺍﻥ‬
The first section of the Jordanian
identifies the studyManaseer
populationGroup
and sample. The
second section details how data were ‫ﺿﺤﻰ‬ ،‫ ﺳﻌﻴﺪ‬Then,
collected. ‫ ﺑﻨﻰ‬based on :‫ﺍﻟﻤؤﻟﻒ ﺍﻟﺮﺋﻴﺴﻲ‬
the relevant literature, the researcher outlined items that will
(‫ ﺣﺴﺎﻣ)ﻤﺸﺮﻑ‬،‫ﺍﻟﺸﻤﺮﻱ‬ :‫ﻣؤﻟﻔﻴﻦ ﺁﺧﺮﻳﻦ‬
measure the variables of this study and design the measurement
instrument in the third section. In the same section,2020the selected :‫ﺍﻟﺘﺎﺭﻳﺦ ﺍﻟﻤﻴﻼﺩﻱ‬
items in the measurement instrument were subjected ‫ﺇﺭﺑﺪ‬to construct :‫ﻣﻮﻗﻊ‬
reliability and validity to ensure that the selected items
accurately measure study variables. The next 1section - 93 prepares :‫ﺍﻟﺼﻔﺤﺎﺕ‬
and examines the data. Finally, the researcher 1119399describes the :MD ‫ﺭﻗﻢ‬
statistical tools that have been used in data analyses
‫ﺭﺳﺎﺋﻞ ﺟﺎﻣﻌﻴﺔ‬ :‫ﻧﻮﻉ ﺍﻟﻤﺤﺘﻮﻯ‬
English :‫ﺍﻟﻠﻐﺔ‬
‫ﺭﺳﺎﻟﺔ ﻣﺎﺟﺴﺘﻴﺮ‬ :‫ﺍﻟﺪﺭﺟﺔ ﺍﻟﻌﻠﻤﻴﺔ‬
3.1 Study Population and Sample
‫ﺟﺎﻣﻌﺔ ﺍﻟﻴﺮﻣﻮﻙ‬ :‫ﺍﻟﺠﺎﻣﻌﺔ‬
‫ﺍﻻﺩﺍﺭﻳﺔ‬
The population of this study represents ‫ﺍﻻﻗﺘﺼﺎﺩ ﻭ ﺍﻟﻌﻠﻮﻡ‬
a company ‫ ﻛﻠﻴﺔ‬among the major
that comes :‫ﺍﻟﻜﻠﻴﺔ‬
‫ﺍﻻﺭﺩﻥ‬ :‫ﺍﻟﺪﻭﻟﺔ‬
Jordanian companies that a dobt the standards of institutional excellence. A mini-
Dissertations :‫ﻗﻮﺍﻋﺪ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬
research for Jordanian companies that are characterized by organizational excellence
‫ ﺍﻷﺭﺩﻥ‬،‫ ﺍﻟﺘﻤﻴﺰ ﺍﻟﻤؤﺳﺴﻲ‬،‫ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻹﺩﺍﺭﻳﺔ‬،‫ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺘﺠﺎﺭﻱ‬،‫ﺍﻷﻧﺸﻄﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ :‫ﻣﻮﺍﺿﻴﻊ‬
was performed. The researcher selected Al-Manaseer Company, because it received
http://search.mandumah.com/Record/1119399 :‫ﺭﺍﺑﻂ‬
several awards (see table 3-1in the appendix2).It is through the company's compatibility

with research questions and model testing in this study as it has the context for the type

of study. From representation and partnerships with international brands, and the

number of its companies that reach more than 20 companies in vital and strategic

sectors, the population of this study consisted of all employees working in the various

Jordanian Manaseer Group companies (managers, administrators, employees, and

technicians).a convenient sample was selected from the study population, The total

number of workers in the Jordanian Manaseer Group at the time of the research was
.‫ ﺟﻤﻴﻊ ﺍﻟﺤﻘﻮﻕ ﻣﺤﻔﻮﻇﺔ‬.‫ ﺩﺍﺭ ﺍﻟﻤﻨﻈﻮﻣﺔ‬2021 ©
more
‫ﻃﺒﺎﻋﺔ ﻫﺬﻩ ﺍﻟﻤﺎﺩﺓ ﻟﻼﺳﺘﺨﺪﺍﻡ‬ than ‫ﻳﻤﻜﻨﻚ‬
‫ﺗﺤﻤﻴﻞ ﺃﻭ‬ 10,000 employees.
.‫ﻣﺤﻔﻮﻇﺔ‬ ‫ﺣﻘﻮﻕ ﺍﻟﻨﺸﺮ‬ The‫ﺟﻤﻴﻊ‬
employees were
‫ ﻋﻠﻤﺎ ﺃﻥ‬،‫ﺍﻟﻨﺸﺮ‬ distributed
‫ﺣﻘﻮﻕ‬ in different
‫ﺍﻟﻤﻮﻗﻊ ﻣﻊ ﺃﺻﺤﺎﺏ‬ locations
‫ﻋﻠﻰ ﺍﻹﺗﻔﺎﻕ‬ ‫ﻫﺬﻩ ﺍﻟﻤﺎﺩﺓ ﻣﺘﺎﺣﺔ ﺑﻨﺎﺀ‬
‫ 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
30
 Chapter Three

The Research Methodology

This chapter provides a description of the research methodology.
The first section identifies the study population and sample. The
second section details how data were collected. Then, based on
the relevant literature, the researcher outlined items that will
measure the variables of this study and design the measurement
instrument in the third section. In the same section, the selected
items in the measurement instrument were subjected to construct
reliability and validity to ensure that the selected items
accurately measure study variables. The next section prepares
and examines the data. Finally, the researcher describes the
statistical tools that have been used in data analyses

3.1 Study Population and Sample

The population of this study represents a company that comes among the major

Jordanian companies that a dobt the standards of institutional excellence. A mini-

research for Jordanian companies that are characterized by organizational excellence

was performed. The researcher selected Al-Manaseer Company, because it received

several awards (see table 3-1in the appendix2).It is through the company's compatibility

with research questions and model testing in this study as it has the context for the type

of study. From representation and partnerships with international brands, and the

number of its companies that reach more than 20 companies in vital and strategic

sectors, the population of this study consisted of all employees working in the various

Jordanian Manaseer Group companies (managers, administrators, employees, and

technicians).a convenient sample was selected from the study population, The total

number of workers in the Jordanian Manaseer Group at the time of the research was

more than 10,000 employees. The employees were distributed in different locations

30
the far south of Jordan.

3.2 Data Collection

Data collection proceeded as follows. The researcher first obtained ethical approval

from senior management and human resources department.After that, the researcher

identified the main branches of distribution, where were provided with an executive

summary of the research and a facilitation letter from the university and examined

whether additional requirements are needed. The researcher provided a simple summary

of herself and the goals of the study, and the reason for her direct contact with them to

obtain approval to distribute questionnaires via the Internet.A cover letter for the

company and its employees included copies of the questionnaire.

The questionnaire was prepared entirely in English, and then a modified version of it

was developed in Arabic to facilitate understanding of the questionnaire paragraphs due

to the diverse educational level of the questionnaire sample.And it was presented to a

group of specialized arbitrators to determine the integrity of the questionnaire and fulfill

its criteria.Some sectors of the company requested that the questionnaire be sent to

ensure that there are no secret elements and that the terms of the questionnaire are in

line with the company policy. The researcher contacted the human resources department

in companies, and a few interacted with the researcher. These companies were contacted

via email, LinkedIn, Messenger, and WhatsApp .The researcher received 204

questionnaires in about two months (March 2020 and April 2020). The approved

method of communication and distribution was through direct contact with employees

face-to-face through hard copies of paperwork but due to the impact of the COVID 19

31
epidemic that caused nationwide lockdown, contact was made using a network database

such as email and LinkedIn by developing an online questionnaire on Google forms.

Because the researcher relied entirely on the online survey, it was not easy to reject

some questionnaires that included unrelated answers.Unrelated behavior appears in this

case, which is common in quantitative studies, especially in the self-administered

structured questionnaire. These unengaged behaviors can be either answering the same

answer on all questions or following a noticeable pattern with answers such as

(5432154321,,,, or 12341234, etc..). Such unengaged behaviors mislead data and lead to

inaccurate assessments for relationships between variables later when evaluating

relationships. In this regard, standard deviation of all the items for each respondent was

measured and cases with zero variance were detected and dropped from data as zero

variance indicate one answer for all statements.After calculating standard deviation, (8)

cases were dropped and the final data set had (196) cases. See Appendix (4) that

provides standard deviation values for scales responses by the respondents.

3.3 Variables and Measures

Independent variables: talent management: In the present study, three strategies were

adopted which are attracting talent, developing talent, and retaining talent. These

strategies were chosen based on previous studies. Below is a description of each

component of talent management.

Talent attracting: According to Capelli (2008), itis a strategic approach to identifying

and obtaining the highest talent and absorbing it efficiently and effectively to meet

dynamic business needs.Procedurally defined as strategies and actions taken by the

companies of the Jordanian Manaseer Group, to attract talented talent to work for them

by t

32
dimension using (Al mansoori, 2015), where talent attraction was operationalized using

7 questions. The selected scale items are attached in Appendix (3).

Talent development: Training and development describe the formal, ongoing efforts

that are made within organizations to improve the performance and self-fulfillment of

their employees through a variety of educational methods and programs. Procedurally

defined as the strategies and actions taken by the companies of the Jordanian Manaseer

Group to improve the performance of its employees and develop their skills in

proportion to the need of the company through a variety of methods, courses and

educational programs and the sci

, where talent development was

operationalized using 10 questions. The selected scale items are attached in Appendix

(3).

Talent retention:The effort by a business to maintain a working environment that

supports the retention of the current staff with the company. It refers to all those

practices which let the employees stick on an organization for a longer time (Armstrong,

2009). Procedurally defined as the strategies and actions were taken by the companies

of the Jordanian Manaseer Group to create the appropriate conditions for the talented

employees in them, to keep them from moving to local or international companies and

competitors. The re talen nremi

et al. (2019), where talent retention was operationalized using 10 questions. The

selected scale items are attached in Appendix (3).

Dependent Variable: Organizational Excellence: 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,

33
and relationship with customers (Mcgregor, 1994).In the present study, four dimensions

were adopted .The researcher operationalized these dimensions by using 19-question,

that are of importance to the researcher in this study these four dimensions are:

(leadership excellence, subordinates excellence, organizational structure excellence,

culture excellence) . The scale was based on Alnaweigah(2013).These items appear in

Appendix (3).

Moderator Variable: Experience and Educational Qualification: These

characteristics were adopted based on the literature reviewed by the researcher, such as

Neimeyer, (2001)and Herschel (2000).

3.4 Instrument Validity and Reliability

Content Validity: To confirm that the instrument has achieved good validity, it must

prove its ability in measuring what it is intended to measure (Sekaran&Bougie, 2016).

Content validity was confirmed by the researcher after presented the questionnaire to (7)

arbitrators from the specialized management professors and faculty members at

Yarmouk University to verify the sincerity of its paragraphs, and their views were taken

into consideration, some of its paragraphs were reformulated, and the required

adjustments were made, in a manner that strikes a balance between the contents of the

questionnaire and its dimensions.The stability of the study tool was confirmed by

distributing it to an exploratory sample consisting of (47) respondents from the study

community, where they were later excluded from the study, in order to get notes about

the paragraphs in terms of the validity of the paragraphs and the clarity of their

linguistic integrity and others. The questionnaire after the content validity is attached in

Appendix (5) in Arabic and English.

34
Reliability:To confirm that the instrument has achieved good reliability, the same

consistent result should be obtained each time the same instrument was used in similar

value is greater than (.70) (Sekaran&Bougie

values greater than the minimum threshold (.70) indicating that variables have high

talent attraction (0.909), talent

development (0.940), talent Retaining (0.943), leadership excellence (0.845),

subordinatesexcellence (0.895), organizational structure excellence (0.900) and culture

excellence (0.886). Table (3-3

Table (3-3): Values for the instrument

Variable Dimension
Talent attraction 0.909
Talent Talent development 0.940
management Talent Retaining 0.943
Talent management 0.974
Leadership excellence 0.845
Organizational Subordinates Excellence 0.895
excellence Organizational Structure Excellence 0.900
Culture Excellence 0.886
Organizational excellence 0.959

3.5 Data Preparation and Screening

Data should be suitable for analysis, which requires performing several tests to ensure

their suitability. Due to the use of an online survey, no missing data were identified

across the dataset, accordingly, replacing missing data was not necessary. Other steps in

35
data preparation were conducted to check for possible outliers, normality, and

multicollinearity as follows:

Outliers:The influential answers that have extreme values (either a high or low value

on a likert scale) also need to be excluded from the dataset. Careful visual inspection of

data using the scatter-dot diagram was carried out, through looking for any visual point

that obviously situated away from the grouping of most points. The diagrams reported

no major outliers; hence outliers were not identified as an issue with the dataset. Figure

(3-1) represents the scatter-dot diagram for talent management. Figure (3-2) represents

the scatter-dot diagram for organizational excellence.

Figure (3-1): Scatter-dot diagram for Talent Management

36
 Figure (3-2): Scatter-dot diagram for Organizational Excellence

Data normality: This assumption checks for the extent to which data have a normal

distribution. Skewness and Kurtosis tests were used in confirming normality. Skewness

ata to the normal distribution in term of heavy or

Spositoet al., 1983). The values of Skewness and Kurtosis should lay between

(±2.2) in accordance with recommendation by (Spositoet al., 1983). Skewness and

Kurtosis for all variables in the data set were all acceptable, Skewness values lay

between (-1.009) and (-.770), whereas Kurtosis lay between (-.221) and (.477). Hence,

normality was not seen an issue for current data set.Table (3-4) provides a summary of

both Skewness and Kurtosis values.

37
 Table (3-4): Kurtosis and Skewness Values for Dimensions of Study Variables

(N=196)

Variable Dimension Skewness Kurtosis

Talent attraction -.962 .330
Talent Talent development -.929 .150
management Talent Retaining -1.009 .447
Leadership excellence -.854 .226
Organizational Subordinates Excellence -.905 .477
excellence Organizational Structure -.844 .055
Excellence
Culture Excellence -.770 -.221

Multicollinearity:In the multiple regression models such phenomenon can exist, which
is identified as two or more explanatory variables are highly linearly correlated.
Tolerance and Variance Inflation Factor [VIF] were used, Tolerance level should be
(>.05) and VIF should be (<10) to avoid this issue (Neter et al., 1996). In testing for
multicollinearity result indicated that both Tolerance and VIF levels fell within the
acceptable range as Tolerance levels were (>.05) and VIF levels were not seen to
exceed (10).

Table (3-5): Tolerance, VIF and Pearson Correlations, between the Dimensions of
Talent Management (N=196)

Pearson Correlations
VIF 1 2 3
Variable Tolerance
Talent attraction .260 3.849 1
Talent development .217 4.607 .878** 1
Talent Retaining .260 3.849 .860** .855** 1
** Correlation is significant at the (0.01) level

38
 Analysis procedures

To test the proposed hypotheses, a hierarchal regression analysis by SPSS was

conducted. Mean values for variables were not centered as data screening did not report

any issues of multicollinearity. Therefore, the analysis proceeded with using mean

values for variables. In conducting analysis, the following coefficients are provided: R2:

(.05). To accept a hypothesis; P value should be examined. If the P-value is less than the

significance level (.05) the null hypothesis is rejected, whereas if P values exceeded

(.05) the null hypothesis is confirmed , after examining P-value and in case of rejecting

the null hypothesis and accepting the alternative one, to interpret the predicted variance

coefficient is used to interprets the degree of change in the dependent variable for every

1-unit of change in the predictor variable (Hair et al., 2006).

39

Powered by TCPDF (www.tcpdf.org)