People No Limits

1
TALENT MANAGEMENT INFLUENCES ON JOB SATISFACTION
AND PERFORMANCE Roberto Luna-Arocas Associate
Professor, University of Valencia, Spain Jose
Vicente Pascual Ivars Assistant Professor,
University of Valencia, Spain Lorena Garrido
Bautista University of Valencia, Spain

• People No Limits
• www.uv.es/luna
• Roberto.Luna_at_uv.es

2
Today business has to cope with hard competition
and continuous change (Hamel Prahalad, 1994)
and Human Resources Management (HRM) is clearly
affected by this turbulent environment
UIrich (1997, p.304) emphasise under environment
conditions of low change, attention to HR
practices had little impact on business results,
but under environmental conditions of high
change, executive attention to HR practices had a
large impact on business results
3
In spite of the great deal of research in HRM in
the last decades, there is still a big gap
between what happens in theory and practice
(Pfeffer Sutton, 1999). If a talent
strategy it means a return of investment about
twenty two points over other firms in the same
sector, why it is not widespread in firms if
talent strategy is related with performance?
4
Talent strategy it means attract, develop and
retain people with excellence competencies to
work. Generally, talent management (TM) is
associated with competency based management (CBM)
where competencies are aligned to organizational
values and goals (Hayton McEvoy, 2006
Kochanski Ruse, 1996 Ulrich, 1998 Ulrich et
al., 1995).
5
Some organizations refuse talent

• But is talent a shortage?
• Talent mindset is not presence in firms.
• Right Management Consultants (Philadelphia, a
  subsidiary of Manpower Credit Union Management,
  2004)
• for out ten managers and executives are
  considered excellent leaders, exhibiting
  management talents their employers value most.

6
TM is the highest challenge for Human Resources
in the 2015 The Boston Consulting Group (BCG)
1350 managers in 27 countries done by and the
European Association of Personnel Management
(EAPM) five main challenges for the future,
being TM the most critical and valued. HR
Focus, a prestige practitioner journal
anticipated the most important issues from HR
managers 75 were worried about retaining and
developing key employees in organizations.
7
Gupta (2001, p. 2), editor in chief of American
Journal of Business (formerly Mid-American
Journal of Business) assesed If I am puzzled as
you are with the crisis of TM, I encourage you to
engage in some serious study of this issue. We
need to learn more before its too late.
Boudreau and Ramstad (2005) in an article
published in Human Resource Management underline
the fact that nowadays, a talent science is
needed given its incremental importance to
stimulate talent decisions.
8

• Tolich (2005) in Administrative Science Quarterly
  expresses the bad TM in a knowledge economy.
• In 2007 the Harvard Business Review gives a
  special emphasis on TM
• HBR Spotlight, How to manage the most talented)
  with two articles
• Leading clever people (Goffee Jones, 2007)
  and
• (2) Crisis at the Summit (Parsons Pascale,
  2007.
• The Economist published in 2006 an article
  entitled The battle for brainpower claiming that
  organizations are much concerned about TM.

9
Talent Management (TM) from the resource based
view

• Talent management (TM) is associated with
  competency based management (CBM) where
  competencies are aligned to organizational values
  and goals (Hayton McEvoy, 2006 Kochanski
  Ruse, 1996 Ulrich, 1998 Ulrich et al., 1995).
• There is a clear consensus about the importance
  of employee behaviours more than the human
  resources practices in the value creation of an
  organization (e.g. MacDuffie, 1995 Schuler
  Jackson, 1987 Wright Snell, 1998 Colvin
  Boswell, 2007
• One of the streams of research that seems to hold
  the promise of creating a truly strategic
  approach to talent management (Lewis Heckman,
  2006, p. 145) is precisely the resource-based
  view (RBV) perspective.
• The HR arquitecture is a value-creating system
  that raises the question of the appropriate locus
  of strategic value creation (Becker Huselid,
  2006, p. 900).

10
HYPOTHESES
11
METHODOLOGY

• Sample
• 198 employees working in the city and province
  of Valencia, Spain
• Measurements
• Talent management Scale
• Alignement
• Managers TM
• Talent Competency
• Job Autonomy
• Talent Management Development
• Job Satisfaction (Adapted from Price, 1977)
• Job Performance (Adapted from Kuvaas, 2008 Tam
  et al., 2002)

12
RESULTS

• Step 1 Path Analysis TM?JP

13
RESULTS

• Step 2 Path Analysis JS?JP

14
RESULTS

• Step 3 Path Analysis TPs?POP mediated by Job
  Satisfaction