Impact of Employee Talent Management

Authors

  • Tuty Sariwulan Faculty of Economy, Jakarta State University, Jakarta, Indonesia Jln. Rawamangun Muka, rawamangun, Jakarta, Indonesia
  • Suyono Thamrin Faculty of Defense Management, Indonesia Defense University, Jl. Sentul - Citeureup, Sentul, Kec. Citeureup, Bogor, Jawa Barat 16810, Indonesia 24
  • Mukmin Suyatni Economic and Business Faculty, Mataram University, Indonesia. Jl. Majapahit No.62, Gomong, Kec. Selaparang, Mataram City, West Nusa Tenggara Barat, Indonesia
  • Iskandar Agung Center for Policy Research, Ministry of Education and Culture, Building E, 2nd Floor, Jalan Jenderal Sudirman, Senayan, Jakarta Pusat, DKI Jakarta 12190, Indonesia
  • Ferdi Widiputera Center for Policy Research, Ministry of Education and Culture, Building E, 2nd Floor, Jalan Jenderal Sudirman, Senayan, Jakarta Pusat, DKI Jakarta 12190, Indonesia
  • Arie Budi Susanto Center for Policy Research, Ministry of Education and Culture, Building E, 2nd Floor, Jalan Jenderal Sudirman, Senayan, Jakarta Pusat, DKI Jakarta 12190, Indonesia
  • M. Calvin Capnary Bina Nusantara University, Kebon Jeruk, Jakarta, Indonesia Jl. Kebon Jeruk Raya No. 27, Kebon Jeruk, West Jakarta, Indonesia

DOI:

https://doi.org/10.36941/ajis-2021-0133

Keywords:

leadership, division of work, talent, satisfaction, performance, sustainability

Abstract

This study aimed to analyze the factors that influence employee talent management and their impact on job satisfaction, job performance, and commitment sustainability. The study was conducted on workers in five companies located in Karawang Regency (pallet plastics, automotive, and hospitality industries) and Bogor (garment industry) located in the province of West Java, and South Tangerang (heavy tractor industry). This sample of respondents will answer the questionnaire in the questionnaire.) in Banten province. Data collection was conducted through questionnaire sharing with a sample of 250 employees, as well as interviews and focus group discussions (FGD) with a number of stakeholders. Questionnaires before being applied in field studies were examined using Pearson and Cronbach Alpha approaches in order to identify the level of validity and reliability. The analysis of the research was conducted using Structural Equation Modeling (SEM) approach with the help of the Lisrel 8.70 program. The results show that organizational culture factors, transformational leadership, and job sharing have a positive impact on employee talent management, and talent management itself has an impact on job satisfaction, job performance, and commitment sustainability. It is recommended in the development of this talent-based workforce that the above factors should be considered along with the highest contributing factors to each factor.

 

Received: 22 March 2021 / Accepted: 27 July 2021 / Published: 5 September 2021

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Published

2021-09-05

How to Cite

Sariwulan, T. ., Thamrin, S. ., Suyatni, M. ., Agung, I. ., Widiputera, F. ., Susanto, A. B. ., & Capnary, M. C. . (2021). Impact of Employee Talent Management. Academic Journal of Interdisciplinary Studies, 10(5), 184. https://doi.org/10.36941/ajis-2021-0133

Issue

Section

Research Articles