THE NEED FOR EFFECTIVENESS TALENT MANAGEMENT PRACTICES AMONG ISLAMIC FINANCIAL INSTITUTIONS IN MALAYSIA (original) (raw)
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2016
Malaysian banking industry is having problem in retaining young talented bankers for sustainable growth due to the acute shortage of banking talent, stiff competition and war of talent among banking industries' players both locally and globally. Therefore, this paper aims to identify major factors influencing talents' retention and propose talent program framework that can help local banking industry to develop and retain the talented Malaysian bankers. The study discusses Talent Management Practices (TMP), Employee Value Proposition (EVP) and Talent Brand Strategy (TBS) as its three variables with 12 indicators of Malaysian banking industry by testifying their direct and indirect relationships. The study also verified that EVP with reference to intention to leave for young Malaysian bankers partially mediates the relationship between TMP and TBS for Malaysian banks, signifying its significant presence between talent development and talent retention, and hence may have compe...
The Need of Talent Management as a Business Strategy for Malaysian Banking Institutions
Talent management generally deals with selection, recruitment, development and retention of talented people in an organization. It must be practiced at all levels of organization as it requires investment in intangible assets and is seen as a vehicle for future corporate growth in Malaysia. Malaysian banking institutions are now facing acute and shortage of banking talents. This need is justified as Malaysian banking institutions are in the phases of consolidations due to Asian currency crisis in 1997 and the era of globalization of Malaysian banks. The aim of the study is to examine talent management practices in the Malaysian banking institutions in an attempt to propose it as a business strategy for consistent growth and profit. To realize this purpose, three variables, namely Talent Management Practices (TMP), Employee Value Proposition (EVP) and Talent Brand Strategy (TBS) are examined against 12 indicators of Malaysian banking talents by testifying their direct and indirect relationships. This study also attempts to fulfil five research objectives and research questions by employing the Structural Equation Modelling (SEM). The five hypotheses of the study revealed that there are significant positive relationships between Talent Management Practices, Employee Value Proposition and Talent Brand Strategy in Malaysian banks. The study also found that Employee Value Proposition mediates the relationship between Talent Management Practices and Talent Brand Strategy in Malaysian banks. With these significant findings it is suggested that Malaysian local banks regard talent strategy as a business strategy; hence expected to innovate financial products and services. Moreover, due to the acute shortage of banking talents in Malaysia, there is a strong need to promote talent management practices at all levels of organization. This is further reinforced as talent management requires investment in intangible assets in order for Malaysian banks to sustain competitiveness in this era of global banking. For that purpose, talent management needs to become a business strategy for Malaysian banking institutions for their continuous growth and profits.
Talent Management Implications in the Lebanese Banking Industry
Talent Management is essential to the success of any organization. Leaders need to recruit, train, and retain qualified employees. Providing incentives and developing individual is the difference between engaging people and merely employing them. Investing in talent management will provide financial benefits as it improves the company's culture. The purpose of this study is to define the relationship between talent management and organizational performance. Talent management initiatives include attraction of candidates, selection, on-boarding programs, career management, potential identification, performance appraisal, succession planning, training and development, engagement and retention. In brief, talent management initiatives cover the complete employee lifecycle. On the other hand, organizational performance will be measured through the leadership quality, teamwork quality and employee satisfaction. This study explains that implementing the aforementioned initiatives, will result in increasing employee satisfaction, improving the cooperation between team members and department, as well as enhancing business leadership skills, in addition it will increase the overall financial outcome of the organization.
To What Extent Talent Management in Saudi Arabian Banks
The main purpose of this study is to assess the application of talent management in Saudi banks. This assessment comes in response to the transformation of many organisations from traditional practices of human resource management (HRM) to talent management and the increased competition at the local and global levels as one of the consequences of globalisation. The population of this study comprises Saudi banks operating in the city of Riyadh and the sample consists of two national and two foreign-owned banks. The data collection process involves semi-structured interviews conducted with 18 HRM officials at the four banks. The research objectives and the wider purpose of this research are to identify the awareness and the state of talent management in Saudi banks.
THE EFFECT OF TALENT MANAGEMENT ON PESHAWAR-BASED PUBLIC AND PRIVATE BANKS' PERFORMANCE
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his is a descriptive research aimed to find the effect of talent management on private and public banks performance in Peshawar Pakistan. The data was collected from six banks. A total of six banks were surveyed. Of these six banks, Al-Falah Bank, Habib Bank limited, United bank limited were private banks. National bank of Pakistan, Khyber Bank and Sindh Bank were public. A survey instrument was designed for collecting data on talent management. Simple linear regression model was used where return on investment and market to book ratio were used as proxy variables for assessing the banks' performance. It is found that talent management was responsible for 33 percent increase in return on investment and 35.7 percent increase in market to book ratio. There was a significant positive relationship between talent management and banks' performance.
Talent_Management_An_Escalating_Strategic_Focus_in_Bangladeshi_Banking_industry.pdf
The aim of this study is to justify the talent management (TM) system in a Bangladeshi Commercial Bank. Hence, previous research articles have been reviewed and primary data relating to selected bank have been collected from semi-structured interviews and some reliable and updated secondary sources for selected Bank's website and other sites of Bangladesh Central Bank to achieve the aim of the study. The study finds several key practices of TM that includes recruitment, talent development, knowledge management, social media, performance management, and rewards. The limitation of this study is that this study is not empirically tasted. The scope of the study focuses on banking sector in Bangladesh. The study recommends that HR managers should embrace TM practices of the case bank to effectively manage their workforce. This study is the first study to uphold TM in banking sector of Bangladesh.
Successful Talent Management in banking sector
Wide spectrum , 2023
The talent management includes the set of activities that are associated with the human resource development. These practices include recruitment, development and retention of talent in the organization. The activities pertaining to Human Resource Management in Banks involves recruitment, selection, training, performance appraisal and management, career planning and compensation. This study analyzed successful talent in banking sector for correct planning of acquisition, develop the talented employees, identify the talent engagement and retain the talented person. These create new environment of talented employees in banking sector, right candidate on right job selection of the Banking with the help of successful key elements in the banking sector.
Talent Management Aspects Augmenting Bank Performances In Indian Banking Scenario
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Finance and banking can be well-thought-out as the livelihood of any trade or industry. Currently, the banking sector is supposed as the mainstay of contemporary business. Development of the banking system accelerates the progress of the economy. The Indian banking sector has been the drivingforce of the Indian economy over the decades. Thus, managing human capitals in the banking industry demands attention in precedence. There is a strategic necessity for organizations to manage talent. Demographic patterns are changing nowadays. More people are about to retire than joining the existing human resources. This generation of youth have different needs and are fast to switch if their organization is not meeting their expectations. Consequently, in this dynamic work environment of the 21st century, talent management strategies are playing a vital role to increase the performance of financial institutions exclusively of the commercial banking sector. This paper takes an attempt to establ...
The Effects of Talent Management on Service Quality: A Study on Commercial Banks in Egypt
International Business Research, 2015
Background: Talent Management (TM), as a new managerial concept with regard to Human Resource Management (HRM), has increasingly gained concern and attention from the academic as well as business world, but there are many gaps left for further theoretical development and empirical study. On the other hand, Service Quality (SQ) has become a popular area of academic research. Purpose: The purpose of this study is to investigate the relationships between TM and SQ at the Egyptian Commercial Banks (ECB). Research Design/Methodology: Using Heinen & O'Neill (2004) of TM, the study develops a number of hypotheses and tests them. This research is an applied form in terms of its goals and is descriptive in terms of the method of data collection. Of the 382 questionnaires that were distributed, 300 usable questionnaires were returned, a response rate of 78%. Findings: The main findings are that for TM significantly and positively related to the SQ. In other words, TM are more effective in achieving SQ. High TM will be more likely to achieve high profit. Practical implications: The study suggests that the ECB can improve SQ by influencing its TM. The study provided that the necessity to pay more attention to the dimensions of TM as a key source for organizations to enhance the competitive advantage which is of prime significance for SQ. Originality/value: The study observes that there is a critical shortage of TM and that a greater understanding of the factors that influence the SQ is of great importance. Therefore, this study is to examine the relationship between TM and SQ at the ECB.
Talent development model for a career in Islamic banking institutions: A SEM approach
Cogent Business & Management, 2016
Presently the Malaysian Islamic banking brand name has surged drastically into the mainstream platform. In the meantime, in order to cope with this situation, Islamic banking institutions (IBIs) require more positions to be filled, currently needing a 200,000 workforce by 2020. However, to date only a 17,621 workforce are available in the IBIs which constitutes 11% of that required. This connection has dragged IBIs to the different dimension of issues that is talent shortage. The effect of the problem has made many Islamic banking education and knowledge service providers (IBEKSP) offer an Islamic banking programme in order to confront the situation. Despite Malaysian IBESKP producing abundant graduates nowadays in the job market, Malaysian IBIs still address the issue that they face a critical shortage of talent. Therefore this article attempts to propose a specific talent development model for Malaysian Islamic banking graduates. These data were evaluated by a group of Malaysian undergraduates regarding talent development current practice in university. This study used a structural equation modelling method and it was found that the proposed variables of the study have a positive impact on talent development.