CAREER DEVELOPMENT AND ORGANISATIONAL PERFORMANCETALENT ENGAGEMENT AND ORGANISATIONAL PERFORMANCEHypothesis 1 (H1)� Training and development will positively influence organisational performance� Hypothesis 2 (H2)� Career development will positively influence organisational performance�Continuous implementation of training and development practices is essential, where organizations are encouraged to have new procedures to achieve their tasks, provide new technologies, and have up-to-date skills and knowledge. These can be used to assess the ability of an organization to adapt in a changing environment, to have a sustainable competitive advantage, and to successfully compete with other rivals (AlQershi et al., 2022). For this purpose, organisations should first identify employees who have deficiencies in qualifications and then, identify the level and time needed to execute the process of learning and development. Owing to the distinct traits that exist within each generation, Phillips and Roper (2009) suggested that strategies formulation should be tailored specifically for each generation in order to engage them. This corroborates the position of Gostick and Elton, who stated that employees will remain in a firm where there is a “quality relationship with his or her manager”, “an opportunity for personal growth and professional development”, “work–life balance”, “a feeling of making a difference; meaningful work”, and “adequate training”.Training and development are considered to be the basis of organizational success, in which improving performance is said to be difficult without learning, the objective of which is to decrease leadership deficiencies at the higher levels. According to Phillips and Roper (2009), employees at all job levels appreciates learning; but there is an indication that the employees of small companies appreciate learning more than those in large firms, and those people that work above 50 hours per week exhibit above-average preference for learning. Wagner and Harter (2006) concluded in their study that “it’s better for an organization over the long haul to have employees trained and have supervisors and mentors dedicated to talking to employees about their performance”. Tracy Bowers thus suggested the development of “multi-generational teams” (Phillips & Roper, 2009). Tracy stated further that “we have found the older generation enjoys working with the younger ones. The younger ones bring the energy, and the younger generation likes to work with experienced older generation” (Phillips & Roper, 2009). The research undertaken by Myrvang (2022) and Purwanti and Octavia (2023) proposed that talent development has a positive impact on organizational performance. It also has a positive effect in sustaining the organizational competitive advantage Kaleem (2019). Considering the above, the following hypothesis was proposed: Career development involves collecting information illustrating the “interests, norms, strengths and weaknesses of a skill, indicating career objectives, and integrating in career strategies that aim at increasing the prospect of career goals to be attained” (Lei Wang & Ying Chen, 2022). Career development consists of formal and informal activities, such as job rotation, employee seminars, and career development, as well as providing practices for self-improvement (Lyria et al., 2017). The study conducted by Lyria et al., (2017) about career development concluded that there exists a positive effect of career management on increasing both organizational performance and employee commitment. Furthermore, the findings of the study undertaken by Lyria et al. (2017) highlighted the significant relationship between career management and organizational performance in companies operating in Nairobi. Considering the above arguments, Hypothesis 2 (H2) was proposed: Talent engagement is the degree to which employees are actively involved in and enthusiastic about their work and their organization. It is a key factor in organizational performance, as engaged employees are more likely to be productive, creative, and innovative (Kravariti et al., 2023). They are also more likely to stay with their organizations, which can save businesses money on recruitment and training costs.109
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