2017_The Effects of Talent Management Practices Towards Job Satisfaction and Performance Management Among Academicians in Selected Public Higher Learning Institutions
| Format: | General Document |
|---|
| _version_ | 1860798139705851904 |
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| building | INTELEK Repository |
| collection | Online Access |
| collectionurl | https://intelek.unisza.edu.my/intelek/pages/search.php?search=!collection3 |
| copyright | Copyright©PWB2025 |
| country | Malaysia |
| date | 2017-12-19 |
| format | General Document |
| id | 16130 |
| institution | UniSZA |
| originalfilename | THE EFFECTS OF TALENT MANAGEMENT PRACTICES TOWARDS JOB SATISFACTION AND PERFORMANCE MANAGEMENT AMONG ACADEMICIANS IN SELECTED PUBLIC HIGHER LEARNING INSTITUTIONS (PHD_2017).pdf |
| person | Mohd Kamal Muhsin bin Mohd Yunus |
| recordtype | oai_dc |
| resourceurl | https://intelek.unisza.edu.my/intelek/pages/view.php?ref=16130 |
| sourcemedia | Server storage Scanned document |
| spelling | 16130 https://intelek.unisza.edu.my/intelek/pages/view.php?ref=16130 https://intelek.unisza.edu.my/intelek/pages/search.php?search=!collection3 General Document Malaysia Library Staff (Top Management) Library Staff (Management) Library Staff (Support) Terengganu Faculty of Applied Social Sciences English application/pdf 1.5 Server storage Scanned document Universiti Sultan Zainal Abidin UniSZA Private Access Universiti Sultan Zainal Abidin SAMBox 2.3.4; modified using iTextSharp™ 5.5.10 ©2000-2016 iText Group NV (AGPL-version) Copyright©PWB2025 Job Satisfaction Job satisfaction 2017-12-19 440 THE EFFECTS OF TALENT MANAGEMENT PRACTICES TOWARDS JOB SATISFACTION AND PERFORMANCE MANAGEMENT AMONG ACADEMICIANS IN SELECTED PUBLIC HIGHER LEARNING INSTITUTIONS (PHD_2017).pdf Mohd Kamal Muhsin bin Mohd Yunus Talent management Performance management 2017_The Effects of Talent Management Practices Towards Job Satisfaction and Performance Management Among Academicians in Selected Public Higher Learning Institutions Problem Statement: The Higher Learning Institutions (HLIs) abroad have implemented Talent Management (TM) for years and have successfully developed human capital. Due to this, the Ministry of Higher Education (MOHE) took an initiative to implement TM in Malaysian public HLIs. Therefore, it is important to measure the effect of TM in public HLIs, especially in the areas of Job Satisfaction (JS) and Performance Management (PM) among academicians. Thus, this study is conducted to examine the effects of TM on Job Satisfaction (JS) and Performance Management (PM) in selected public HLIs. Methodology: Both quantitative and qualitative methods have been used to conduct this research in selected public HLIs, which are Universiti Sains Malaysia (USM), Universiti Pendidikan Sultan Idris (UPSI), and Universiti Teknologi Mara (UiTM). In the quantitative method, a descriptive survey has been conducted with 714 respondents. Meanwhile, in the qualitative method, semi-structured interviews have been conducted with the deans. Further, the data collected was analyzed using IBM Statistical Package for the Social Sciences (SPSS) and ATLAS.ti to analyze information obtained from the quantitative and qualitative methods. Results: USM showed the highest level of TM practices compared to UPSI and UiTM. Next, all selected public HLIs had a moderate level relationship between TM practices, JS, and PM. However, USM scored slightly higher in the relationship between TM practices, JS, and PM compared to UPSI and UiTM. Furthermore, the significant differences in TM practices perceived by academicians revealed that there were significant differences in the selected public HLIs. In addition, all deans agreed that the challenges in conducting TM practices came from all aspects of attracting, recruiting, developing, and retaining talent. Conclusion: This research revealed that the effect of TM practices on JS and PM is still at a moderate level. Therefore, the results from this research would serve as an eye-opener for the MOHE and public HLIs management to review and improve TM practices in order to establish a better managerial system in public HLIs as a whole. Dissertations, Academic Talent Management Performance Management Public Higher Learning Institution Human Capital Development Thesis |
| spellingShingle | 2017_The Effects of Talent Management Practices Towards Job Satisfaction and Performance Management Among Academicians in Selected Public Higher Learning Institutions |
| state | Terengganu |
| subject | Job satisfaction Talent management Performance management Dissertations, Academic |
| summary | Problem Statement: The Higher Learning Institutions (HLIs) abroad have implemented Talent Management (TM) for years and have successfully developed human capital. Due to this, the Ministry of Higher Education (MOHE) took an initiative to implement TM in Malaysian public HLIs. Therefore, it is important to measure the effect of TM in public HLIs, especially in the areas of Job Satisfaction (JS) and Performance Management (PM) among academicians. Thus, this study is conducted to examine the effects of TM on Job Satisfaction (JS) and Performance Management (PM) in selected public HLIs. Methodology: Both quantitative and qualitative methods have been used to conduct this research in selected public HLIs, which are Universiti Sains Malaysia (USM), Universiti Pendidikan Sultan Idris (UPSI), and Universiti Teknologi Mara (UiTM). In the quantitative method, a descriptive survey has been conducted with 714 respondents. Meanwhile, in the qualitative method, semi-structured interviews have been conducted with the deans. Further, the data collected was analyzed using IBM Statistical Package for the Social Sciences (SPSS) and ATLAS.ti to analyze information obtained from the quantitative and qualitative methods. Results: USM showed the highest level of TM practices compared to UPSI and UiTM. Next, all selected public HLIs had a moderate level relationship between TM practices, JS, and PM. However, USM scored slightly higher in the relationship between TM practices, JS, and PM compared to UPSI and UiTM. Furthermore, the significant differences in TM practices perceived by academicians revealed that there were significant differences in the selected public HLIs. In addition, all deans agreed that the challenges in conducting TM practices came from all aspects of attracting, recruiting, developing, and retaining talent. Conclusion: This research revealed that the effect of TM practices on JS and PM is still at a moderate level. Therefore, the results from this research would serve as an eye-opener for the MOHE and public HLIs management to review and improve TM practices in order to establish a better managerial system in public HLIs as a whole. |
| title | 2017_The Effects of Talent Management Practices Towards Job Satisfaction and Performance Management Among Academicians in Selected Public Higher Learning Institutions |
| title_full | 2017_The Effects of Talent Management Practices Towards Job Satisfaction and Performance Management Among Academicians in Selected Public Higher Learning Institutions |
| title_fullStr | 2017_The Effects of Talent Management Practices Towards Job Satisfaction and Performance Management Among Academicians in Selected Public Higher Learning Institutions |
| title_full_unstemmed | 2017_The Effects of Talent Management Practices Towards Job Satisfaction and Performance Management Among Academicians in Selected Public Higher Learning Institutions |
| title_short | 2017_The Effects of Talent Management Practices Towards Job Satisfaction and Performance Management Among Academicians in Selected Public Higher Learning Institutions |
| title_sort | 2017_the effects of talent management practices towards job satisfaction and performance management among academicians in selected public higher learning institutions |