MANAGERIAL IMPLICATION AND WAY FORWARDRECOMMENDATIONof a unique performance. The traditional role of human resources management is beginning to wane, replaced by a new version which incorporates human talent management. Through human talents, management is looking to reserve a major seat at the strategic planning table to achieve competitive advantage, and to provide the necessary learning and knowledge for practitioners in today’s world. Thus, the gradual emergence of human talent management over recent decades has reformulated the relationship between human factors and management. Our work provides insights into talent management mindset and strategy, a unique contribution to the management field, where a research gap exists in the context of the public sector worldwide.In addition to the talent management literature, our work contributes to the literature of public sector organizational performance by focusing on what talent initiatives have been taken in a hospital setting to improve sustainable performance, a relatively unexplored area in a health sector and especially in Southeast Asia including Malaysia. Our model results show a direct effect of on CD and OP (b = 0.115, t = 1.997, p < 0.01) (b = 0.106, t = 1.733, p < 0.05), respectively, and this result is in line with resource based theory (Collings, 2014; Collings and Mellahi, 2013), which explains that talent is the secret of success, and all employees must be treated as having talents; it is necessary to know the real talents of staff and to refine and develop their skills (Eisenberger et al., 1986), leading to sustainability performance (Al Aina and Atan, 2020). The moderating effect in the relationship between Organisational Performance and Talent Development, Employer Branding and Career Development; and Employer Branding with Talent engagement that H6 is supported. As talent management has become the backbone of organization, they should make the most of their unique human capital, nevertheless, while existing resources include talent, the continual economy changes will threaten future economic growth and business performance unless they change their strategies to meet the future challenges Malaysian hospital managers need to pay more attention and interest to TM by utilising human capital in line with the current scientific revolution, and the move from the industrial economy to the knowledge economy.There are several ideas by which concerned by talents in Malaysian Public Sector. Amongst others are to focus on wish list officer and develop talent through proper planning and placement. As for now, there is no proper development program or roadmap for officers to develop themselves before and after going to the LEAPs assessment to close the TLSA (Think, Learn, Speak, Act) gap. Superiors to pick talent bench strength rather than assigned. The placement of personnel in the organisation should match with their background and area of expertise (put the right people at the right place). Talent development is less focused in the management planning though it is very important in the succession planning and also way forward of an organisation. Employee should be empowered and provided with proper training in order to develop niche technical skill and knowledge.Grooming candidates for top-level posts is a must, as well as the organisation also need implement a systematic ‘Succession Plan’ to provide cladding to officers of strategic positions who are retiring or promoted. What kind of talent that management need to identify before planning for development in public sector is crucial for assessment. Public sector promotion is limited and subject to post availability. Thus, an organization need to have clear direction for talent management and development. Skills needed for leadership talent not only in learning classes but also through practical, interactive and experience learning. For example, job rotation for all types of work to expose all types of work, training and individual mentoring for guidance, support and knowledge sharing, group coaching and strong networking. In addition to that, action-based learning is also vital to face real projects or issues (short or long term) and do some reflection. Simulation, whereby a leader is able to learn skills and emulate the competencies as if in the real projects and to increase digitalization, they are able to do e-learning by which they can choose their own flexible time and learning pace accordingly. A leader should take responsibility and play important role to actually develop new competency for themselves and organization and adjust the environment for a better learning environment. 117
元のページ ../index.html#117