TALENT MANAGEMENT TALENT MANAGEMENT IN MALAYSIAN PUBLIC SECTORLITERATURE REVIEWiii. To examine the relationship between talent engagement and organizational performance in the Malaysian public sectoriv. To examine the moderating effect of employer branding on the relationship between the training and development and v. To examine the moderating effect of employer branding on the relationship between the career development and vi. To examine the moderating effect of employer branding on the relationship between the talent engagement and Talent management is a buzzing terminology that is becoming critically significant for an organisation to grow from the bottom line to future success. The year 1997 marks the differentiation in talent landscape, when the report by McKinsey on “global war for talent” recommended that more priority should be given to employees; because talent is the critical success factor of an organization which will determine the rise and down of a company (Nilsson & Ellström, 2012; Sa’ari et al., 2016). Furthermore, the general idea of talent management is to identify, cultivate, develop, compensate, and retaining the employees who aid the growth of organisational sustainability. From a human resource management point of view, employees focus on hiring the best candidates, trainers look at it as practicing the best development methods and the reward experts link it with performance management (Carroll et al., 1999; Hendry & Jenkins, 1997). Apart from these benefits, the most important one is in critically analysing the linkage between the demand for talent need and the supply level of talents (Iles et al., 2010; Thunnissen et al., 2013).Talent management disproves the old ways by emphasising the role of management to ensure that the strategic functions of human resource management, especially talent management, involves participation from each department in the organisation to establish the necessary parameters which ensure that the organisation has the right person with the right skills in the right job at the right time to attain all strategic goals (Khatri et al., 2010)(Khatri et al., 2010).Talent management is crucial for the developing countries to become a developed country (Vaiman et al., 2012). Therefore, public organisations greatly emphasise on their human resource development (Tymon et al., 2010; Vaiman et al., 2012). Poocharoen and Lee (2013) conducted a comparison study of talent management practices between Malaysia, Singapore, and Thailand public services. The authors found that each country illustrates a varying degree of an exclusive strategy using the milestones of development opportunities, exposure to high-profile projects, or mentorship offered to a selected group of employees. Singapore is identified to practise the most exclusive talent management, followed by Malaysia, while Thailand is the least. In recent years, Malaysian public service has given more attention to the practice of talent management. The effort shown through the release of service circulars related to talent management practices is presented in Table 1.1.102organizational performance among in the Malaysian public sector.organizational performance among in the Malaysian public sector.organizational performance among in the Malaysian public sector.
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