EMPLOYEE ENGAGEMENT SEBAGAI VARIABEL MEDIASI ANTARA TALENT MANAGEMENT, KNOWLEDGE SHARING DAN EMPLOYEE CAPABILITY
Abstract
The purpose of this study was to test out the effect of talent management and knowledge sharing on employee capability with employee management as the mediation variable for the State Civil Apparatus (ASN) within the Secretariat environment of Mahakam Ulu Regency. This study is a quantitative study that was expected to be able to measure the effect of the variables. The data collection was conducted using a questionnaire with a saturated sampling technique to 58 ASN in the Secretariat environment of Mahakam Ulu Regency. The data processing was carried out using the 3.0 SmartPls program. The first result showed that the employee engagement variable as the variable mediating the effect of talent management and employee capability, with partial mediation quality. Second, employee engagement is the variable mediating the effect of knowledge sharing and employee capability with partial mediation quality. This study confirmed that employee capability can be improved by improving the talent management and knowledge sharing. Employee engagement either technically or managerially may enhance the experience of the relevant employee by which through experience enhancement, the employee capability may also be improved. Theoretically, this study was expected to be able to enrich and complete the realm of science in the field of management science especially those related to human resources management. Organizations who wish to improve employee capability can implement talent management well, revive the culture of knowledge sharing as well as engaging employees in organizational activities either technically or managerially. Practically, the result of this study can be used by heads of governmental organizations to enhance their employees’ competency, so that they can be the employees who are capable of performing organizational activities productively and efficiently.
Keywords: Talent Management, Knowledge Sharing, Employee Engagement, Employee Capability
Full Text:
PDFReferences
Al-Amin, M. (2017). Transformational Leadership and Employee Performance Mediating Effect of Employee Engagement. North South Business Review, 7(2), 28–40.
Altindağ, E., Çirak, N. Y., & Acar, A. Z. (2018). Effects of Talent Management Components on the Employee Satisfaction. Journal of Human Resources Management Research, 2018, 1–20. https://doi.org/10.5171/2018.895618
Azka, G., Tahir, M. Q., M, A. K., & Syed, T. H. (2011). Transformational leadership, employee engagement and performance: Mediating effect of psychological ownership. African Journal of Business Management, 5(17), 7391–7403. https://doi.org/10.5897/ajbm11.126
Bontis, N., & Serenko, A. (2007). The moderating role of human capital management practices on employee capabilities. Journal of Knowledge Management, 11(3), 31–51. https://doi.org/10.1108/13673270710752090
Carmeli, A., & Tishler, A. (2004). The relationships between intangible organizational elements and organizational performance. Strategic Management Journal, 25(13), 1257–1278. https://doi.org/10.1002/smj.428
Elia, P. T., Ghazzawi, K., & Arnaout, B. (2017). Talent Management Implications in the Lebanese Banking Industry. Human Resource Management Research, 2017(2), 83–89. https://doi.org/10.5923/j.hrmr.20170702.02
Friday, E. O., & Sunday, M. (2019). Talent Management and Workers’ Commitment. SEISENSE Journal of Management, 2(3), 1–15. https://doi.org/10.33215/sjom.v2i3.138
Gichohi, P. M. (2014). The role of employee engagement in revitalizing creativity and innovation at the workplace: A survey of selected libraries in Meru County - Kenya. Library Philosophy and Practice, 1–31.
Hasan, A., Khalid, B., Cheema, S. M., Hassan, J., & Afzal, M. (2014). An Analysis of Employee Capabilities to Develop the Talent Management Strategies. Asian Journal of Business Management, 6(2), 124–127. https://doi.org/10.19026/ajbm.6.5337
Iddagoda, Y. A., & Opatha, H. H. D. N. P. (2016). Identified Research Gaps in Employee Engagement. International Business Research, 10(2), 63. https://doi.org/10.5539/ibr.v10n2p63
Juan, S. H., Ting, I. W. K., Kweh, Q. L., & Yao, L. (2018). How does knowledge sharing affect employee engagement? Institutions and Economies, 10(4), 49–67.
Kuruppuge, R. H., & Gregar, A. (2017). Knowledge sharing and job performance: the intervening role of technological competency in knowledge-based industries. International Journal of Economics and Statistics, 5(April), 15–20.
Lin, H. F. (2007). Knowledge sharing and firm innovation capability: An empirical study. International Journal of Manpower, 28(3–4), 315–332. https://doi.org/10.1108/01437720710755272
Mkambur, M., & Kamaara, D. M. (2017). Influence of talent management on employee performance at the united nations: a case of world food programme. The Strategic Journal of Business & Change Management, 4(2), 28–48.
Mohammed, A. Q. (2015). Impact of Talent Management on Employee Engagement, Retention and Value Addition in Achieving Organizational Performance. International Journal Of Core Engineering & Management (IJCEM), 1(12), 1–4.
Ologbo, A. C., Md Nor, K., & Okyere-Kwakye, E. (2015). The Influence of Knowledge Sharing on Employee Innovation Capabilities. International Journal of Human Resource Studies, 5(3), 102. https://doi.org/10.5296/ijhrs.v5i3.8210
Saloni, D. (2017). Impact of Talent Management on Organizational Performance : Role of Employee Engagement. International Journal of Management Studies, 4(1), 17–27. https://doi.org/10.12816/0038079
Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The Measurement of Work Engagement With a Short Questionnaire. Educational and Psychological Measurement, 66(4), 701 716. https://doi.org/10.1177/0013164405282471
Sial, A., Zulfiqar, S., Kousar, S. W. A., & Habib, S. (2014). Impact of servant leadership on knowledge sharing intentions. European Journal of Business and Innovation Resarch, 2(1), 1–11.
Article Metrics
Abstract view : 705 timesPDF - 1077 times
Refbacks
- There are currently no refbacks.