Pengaruh Talent Management terhadap Employee Performance pada Sales People PT Indosat Ooredoo
DOI:
https://doi.org/10.26740/jim.v9n2.p804-815Keywords:
employee engagement, employee performance, talent management, telecommunication industryAbstract
Salespeople performance have a direct impact on organizational performance. Managing these talented salespeople to keep good work to achieve sales targets, contribute with extra effort to achieve the organization goal, be innovative and generate new ideas and not involve in any behavior that harms the organization well being is not easy. Effective and integrated talent management (TM) is needed to keep salespeople performance align with organizational goals. The purpose of this study is to confirm the effect of TM on employee performance. This study considers the mechanism of TM output (employee engagement) on the relationship between TM and employee performance. Path analysis and confirmatory factor analysis are employed by structural equation modelling partial least square (SEM-PLS) with 95 salespeople of PT. Indosat Ooredoo Tbk. as respondent. The result shows that TM has a direct effect on employee performance (task performance, contextual performance, adaptive performance, counterproductive work behavior). Employee engagement as TM output is proven by the result that could mediate the relationship between TM and employee performance.
References
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Hughes, J. C., & Rog, E. (2008). Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, 20(7), 743-757.
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Kramer, A. (2020). The Strategic Value of Price Communication. Archives of Business Research, 8(5), 96-111.
Koopmans, L., Bernaards, C., Hildebrandt, V., van Buuren, S., Van der Beek, A. J., & de Vet, H. C. (2012). Development of an individual work performance questionnaire. International journal of productivity and performance management, 62(1), 6-28. https://doi.org/10.1108/17410401311285273
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Obeidat, B. Y., & Abdallah, A. B. (2013). The relationships among human resource management practices, organizational commitment, and knowledge management processes: A structural equation modeling approach. International Journal of Business and Management, 9(3), 9-26. https://doi.org/10.5539/ijbm.v9n3p9
Ooredoo. (2018) Financial Information. https://www.ooredoo.com/en/investors/financial_information/ Diakses pada 5 November 2020
Pandita, D., & Ray, S. (2018). Talent management and employee engagementa meta-analysis of their impact on talent retention. Industrial and Commercial Training, 50(4), 185-199. https://doi.org/10.1108/ICT-09-2017-0073
Pascal, C. (2004). Talent management systems: Best practices in technology solutions for recruitment, retention, and workforce planning. Toronto: Wiley.
Peterson, R. A. (2020). Self-efficacy and personal selling: review and examination with an emphasis on sales performance. Journal of Personal Selling & Sales Management, 40(1), 57-71.
Rachmawati, I., & Mohaidin, Z. (2019). The Roles of Switching Barriers and Corporate Image between user Experience and Loyalty in Indonesia Mobile Network Operators. International Journal of Science and Management Studies (IJSMS), 2(1), 48-57. https://doi.org/10.51386/25815946/ijsms-v2i1p106
Robertson-Smith, G., & Markwick, C. (2009). Employee engagement: A review of current thinking. Brighton: Institute for Employment Studies.
Rotundo, M., & Sackett, P. R. (2002). The Relative Importance of Task, Citizenship, and Counterproductive Performance to Global Ratings of Job Performance: A Policy-capturing Approach. Journal of applied psychology, 87(1), 66.
Shuck, B., Adelson, J. L., & Reio Jr, T. G. (2017). The employee engagement scale: Initial evidence for construct validity and implications for theory and practice. Human Resource Management, 56(6), 953-977.
Sonnentag, S., dan Frese, M. (2002). Performance Concepts and Performance Theory. Psychological management of individual performance, 23(1), 3-25.
Szymanski, D. M. (1988). Determinants of selling effectiveness: the importance of declarative knowledge to the personal selling concept. Journal of Marketing, 52(1), 64-77.
Theinsiderstories.com. (2019). Insight: Indonesias Telco Industry Needs Consolidation. https://theinsiderstories.com/a-number-of-operators-hits-the-financial-performance-of-the-indonesian-telco-industry, Diakses pada 11 Agustus 2020.
Viswesvaran, C., & Ones, D. S. (2000). Perspectives on models of job performance. International Journal of Selection and Assessment, 8(4), 216-226.
Walisundera, A. E., & Arachchige, B. J. H. (2016). The impact of talent management on perceived organizational performance in a leading telecommunication and technological companies in Colombo District. Human Resource Management Journal, 4(2), 41.
Axelrod, E. L., Handfield-Jones, H., & Welsh, T. A. (2002). War for talent, part two. The McKinsey Quarterly, 2(2), 9-12.
Bat, M., & Yalcin, M. (2015). An evaluation of talent management from an organizational perspective: The case of Vodafone. Global Media Journal: Turkish Edition, 6(11), 90-111.
Bhatnagar, J. (2007). Managing capabilities for talent engagement and pipeline development. Industrial and commercial training, 40(1),19-28. https://doi.org/10.1108/00197850810841602
Bedarkar, M., & Pandita, D. (2014). A study on the drivers of employee engagement impacting employee performance. Procedia-Social and Behavioral Sciences, 133, 106-115.
Boudreau, J. W., dan Ramstad, P. M. (2007). Beyond HR: The new science of human capital. Boston: Harvard Business School Press.
Campbell, J. P., McHenry, J. J., & Wise, L. L. (1990). Modeling job performance in a population of jobs. Personnel psychology, 43(2), 313-575.
Cappelli, P. (2008). Talent management for the twenty-first century. Harvard business review, 86(3), 74-81.
Collings, D. G., dan Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human resource management review, 19(4), 304-313.
DiRomualdo, T., Joyce, S., dan Bression, N. (2009). Key Findings from Hacketts Performance Study on Talent Management Maturity. Palo Alto: Hackett Group.
Gardner, T. M. (2002). In the trenches at the talent wars: Competitive interaction for scarce human resources. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 41(2), 225-237
Ghozali, I. (2008). Structural equation modeling: Metode alternatif dengan partial least square (PLS). Semarang: Badan Penerbit Universitas Diponegoro.
Gibbons, R. (2006). What the folk theorem doesnt tell us. Industrial and Corporate Change, 15(2), 381-386.
Griffin, M. A., Neal, A., & Parker, S. K. (2007). A new model of work role performance: Positive behavior in uncertain and interdependent contexts. Academy of management journal, 50(2), 327-347.
Heerde Van, H. J., Gijsbrechts, E., & Pauwels, K. (2008). Winners and losers in a major price war. Journal of Marketing Research, 45(5), 499-518.
Hughes, J. C., & Rog, E. (2008). Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, 20(7), 743-757.
Idx.co.id. (2019). Annual Report. https://idx.co.id/perusahaan-tercatat/laporan-keuangan-dan-tahunan/, Diakses pada 11 Agustus 2020.
Jiang, F., Zheng, Q., & Shi, W. (2012). The applied research of fuzzy comprehensive evaluation on talent training mode of safety engineering. Procedia Engineering, 43, 425-430.
Kramer, A. (2020). The Strategic Value of Price Communication. Archives of Business Research, 8(5), 96-111.
Koopmans, L., Bernaards, C., Hildebrandt, V., van Buuren, S., Van der Beek, A. J., & de Vet, H. C. (2012). Development of an individual work performance questionnaire. International journal of productivity and performance management, 62(1), 6-28. https://doi.org/10.1108/17410401311285273
Lewis, R. E., dan Heckman, R. J. (2006). Talent management: A critical review. Human resource management review, 16(2), 139-154.
LunaArocas, R., & Morley, M. J. (2015). Talent management, talent mindset competency and job performance: The mediating role of job satisfaction. European Journal of International Management, 9(1), 28-51.
Matthews, R., & McLees, J. (2015). Building effective projects teams and teamwork. Journal of Information Technology and Economic Development, 6(2), 20.
Mensah, J. K. (2014). A œcoalesced framework of talent management and employee performance. International Journal of Productivity and Performance Management, 64(4), 544-566. https://doi.org/10.1108/IJPPM-07-2014-0100
Mensah, J. K., Bawole, J. N., & Wedchayanon, N. (2016). Unlocking the œblack box in the talent management employee performance relationship: evidence from Ghana. Management Research Review, 39(12), 1546-1566. https://doi.org/10.1108/MRR-08-2015-0190
Obeidat, B. Y., & Abdallah, A. B. (2013). The relationships among human resource management practices, organizational commitment, and knowledge management processes: A structural equation modeling approach. International Journal of Business and Management, 9(3), 9-26. https://doi.org/10.5539/ijbm.v9n3p9
Ooredoo. (2018) Financial Information. https://www.ooredoo.com/en/investors/financial_information/ Diakses pada 5 November 2020
Pandita, D., & Ray, S. (2018). Talent management and employee engagementa meta-analysis of their impact on talent retention. Industrial and Commercial Training, 50(4), 185-199. https://doi.org/10.1108/ICT-09-2017-0073
Pascal, C. (2004). Talent management systems: Best practices in technology solutions for recruitment, retention, and workforce planning. Toronto: Wiley.
Peterson, R. A. (2020). Self-efficacy and personal selling: review and examination with an emphasis on sales performance. Journal of Personal Selling & Sales Management, 40(1), 57-71.
Rachmawati, I., & Mohaidin, Z. (2019). The Roles of Switching Barriers and Corporate Image between user Experience and Loyalty in Indonesia Mobile Network Operators. International Journal of Science and Management Studies (IJSMS), 2(1), 48-57. https://doi.org/10.51386/25815946/ijsms-v2i1p106
Robertson-Smith, G., & Markwick, C. (2009). Employee engagement: A review of current thinking. Brighton: Institute for Employment Studies.
Rotundo, M., & Sackett, P. R. (2002). The Relative Importance of Task, Citizenship, and Counterproductive Performance to Global Ratings of Job Performance: A Policy-capturing Approach. Journal of applied psychology, 87(1), 66.
Shuck, B., Adelson, J. L., & Reio Jr, T. G. (2017). The employee engagement scale: Initial evidence for construct validity and implications for theory and practice. Human Resource Management, 56(6), 953-977.
Sonnentag, S., dan Frese, M. (2002). Performance Concepts and Performance Theory. Psychological management of individual performance, 23(1), 3-25.
Szymanski, D. M. (1988). Determinants of selling effectiveness: the importance of declarative knowledge to the personal selling concept. Journal of Marketing, 52(1), 64-77.
Theinsiderstories.com. (2019). Insight: Indonesias Telco Industry Needs Consolidation. https://theinsiderstories.com/a-number-of-operators-hits-the-financial-performance-of-the-indonesian-telco-industry, Diakses pada 11 Agustus 2020.
Viswesvaran, C., & Ones, D. S. (2000). Perspectives on models of job performance. International Journal of Selection and Assessment, 8(4), 216-226.
Walisundera, A. E., & Arachchige, B. J. H. (2016). The impact of talent management on perceived organizational performance in a leading telecommunication and technological companies in Colombo District. Human Resource Management Journal, 4(2), 41.
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Published
2021-06-30
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Afandi, M. Y. (2021). Pengaruh Talent Management terhadap Employee Performance pada Sales People PT Indosat Ooredoo. Jurnal Ilmu Manajemen, 9(2), 804–815. https://doi.org/10.26740/jim.v9n2.p804-815
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