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The Impact of Talent Management on Organizational Commitment of the Employees of Telecommunication Companies in Jordan: The Mediating Role of Employee Work Engagement

Riad Ahmad Mohammed Abazeed ()

International Journal of Academic Research in Accounting, Finance and Management Sciences, 2018, vol. 8, issue 4, 153-162

Abstract: The aim of this study is twofold. First, to identify the impact of talent management on organizational commitment. Second, to examine the mediating role played by employee work engagement dimensions in the impact of talent management on organizational commitment. Data were gathered by a questionnaire developed based on the literature, validated using exploratory and confirmatory factor analyses, and distributed to representative sample consisted of 375 managers working in telecommunication companies in Jordan (Zain, Orange, Umniah). IMB SPSS and AMOS were used to analyze 302 questionnaires that returned valid with a response rate of 80.5%. The results revealed that talent management has a significant impact on organizational commitment. Notably, talent management has a significant impact on all dimensions of organizational commitment: affective, continuance and normative commitment. Furthermore, the results indicated that employee work engagement dimensions except dedication engagement significantly mediated the impact of talent management on organizational commitment. A crucial contribution of this study is that it provides evidence in relation to the mediating role of employee work engagement dimensions in this context. Hence, organizations should pay a great attention to vigor engagement, absorption engagement, and employee voicewhen decide to identify, develop and retain their talents and to ensure higher levels of organizational commitment.

Keywords: Talent management; employee work management; organizational commitment; Telecommunication Company; Jordan (search for similar items in EconPapers)
Date: 2018
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Persistent link: https://EconPapers.repec.org/RePEc:hur:ijaraf:v:8:y:2018:i:4:p:153-162

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