ROLE
OF EMPLOYER BRANDING IN ENHANCING THE TALENT MANAGEMENT STRATEGIES: APPLIED
STUDY AT COMMERCIAL BANKS OF JORDAN
Atif
Badri Al-Qura'an
Jordan
Bank, Jordan
E-mail: quraanatif@yahoo.com
Submission: 9/11/2020
Revision: 9/26/2020
Accept: 11/9/2020
ABSTRACT
The main aim of this
study is to identify to what extent the managerial leaderships in top, middle,
and lower levels of commercial banks at Jordan practice the employer branding
dimensions and talent management strategies. Also, it aims to explore the
impact of employer branding dimensions on talent management strategies. The
researcher relied on analytical-descriptive method to analyze and classify the
data to achieve the objectives and to identify the variables of the study. To collect data a questionnaire was developed based
on relevant literature and scales, (226) questionnaires were distributed, out
of which (187) were returned and analyzed using SPSS (version 19), with
response rate (82.7%). The results of the study showed that the relative
importance of employer branding dimensions and talent management strategies
practices in commercial banks of Jordan was high. Also, the results revealed
that there is a positive relationship and significant impact of employer
branding dimensions on talent management strategies among managers of
commercial banks in Jordan.
Keywords: Employer Branding; Talent Management; Commercial
Banks; Jordan
1.
INTRODUCTION
Nowadays, the topic of talent
management is becoming increasingly important. More organizations realize that
their future success may depend on their ability to continuously attract,
develop, and retain the talented employees with the desired competencies and
abilities (Chandrasekar & Zhao, 2015).In order to win the war for talent
(Figurska and Matuska, 2013) suggested that the employers should have the
ability to create a good image of suitable workplace through communicating
their strengths inside and outside the organization, and they should treat
employer branding as central part of their human resource management strategy.
Despite major advancement in
knowledge concerning employer branding in the last years, there is a little
studies available that analyzing the impact of employer branding on talent
management strategies, were, many studies have examined the effect of employer
branding on talent acquisition and retention only, which took place in
different contexts in Europe, America, Asia, and Africa. And to the best knowledge of the researcher
this linkage has not been explored in
Arab context especially at commercial banks sector of Jordan. As a result,
there is evidently a great need for empirical research to investigate the
impact of employer branding dimensions on talent management strategies among
managers of commercial banks of Jordan.
2.
THEORETICAL BACKGROUND
2.1.
Employer branding
Employer branding concept has
attracted the interest of human resource management practitioners and
academicians in the mid of 1990s, where (Ambler & Barrow,1996) defined it
as a group of benefits includes functional, economic and psychological that introduced
by the employment, and identified with the employing company.
Further definitions of employer
branding were provided by (Garibaldi, 2014), who considered it as the
foundation of an effective recruiting strategy that can make a significant
difference in winning the war for talent; also (Sullivan, 2004), who referred
to it as a targeted, long-term strategy to manage the awareness and perceptions
of employees, potential employees, and related stakeholders with regards to a
particular firm; and, (Backhaus & Tikoo, 2004) defined employer branding as
a process of building an identifiable and unique identity of the employer, and
this process consists of three steps: first, value proposition development,
which relates to the value that the company offers to its employees.
The second step, external
marketing: The company markets the value
proposition externally to the potential employees, in order to attract the
right and targeted talents at the right time. And the third step, internal
marketing: where the company markets the employer brand to its current
employees and incorporate it as a part of its culture.
Sullivan (2004) identified eight
elements of successful employer branding: a culture of sharing and continuous
improvement, a balance between good management and productivity, obtaining
public recognition (great-place-to-work), employees proactively telling
stories, getting talked about, becoming benchmark organization, increasing
candidate awareness of your best practices, and branding assessment metrics.
According to (Moroko & Uncles, 2008) the characteristics of successful employer
branding are: known and noticeable in their market, having a value proposition
that is relevant to, and resonant with, their prospective and current
employees, and differentiation of the organization characteristics as an
employer from those of competitors.
The importance of a strong employer
branding comes from the fact that it attracts better applicants and shapes
their expectations about their employment (Lievens & Highhouse, 2003). It
can also, leads to higher levels of motivation and commitment among current
employees, which in turns leads to enhance the customers loyalty and
satisfaction, resulting higher gross and net profits (Rucci et al., 1997).
It contributes to employee retention
among current employees, building brand advocates and organizational commitment
(Tanwar & Prasad, 2016). Finally, Riston (2002) concluded that the employer
branding can leads to reduce the cost of
talent acquisition, improve employee relations, increase employee retention and
even offer lower salaries in comparison with weaker employer brand
organizations.
The literature proposed a number of
dimensions of employer branding, Ambler & Barrow (1996) identified three
dimensions, functional dimension which refers to developmental and/or useful
activities, economic dimension which refers to material or monetary rewards,
and psychological dimension which refers to feelings such as belonging,
direction and purpose.
Berthon et al., (2005) extended the
three dimensions proposed by Ambler and Barrow (1996), interest value and
social value capture their psychological benefits, development value and
application value expand on their functional benefits, and economic dimension.
While, (Alniack & Alniack, 2012) identified six dimensions of employer
branding as the following: social value, market value, economic value,
application value, cooperation value and working environment value.
On the other hand, (Martin, 2008)
identified three dimensions: instrumental,
symbolic and cultural. While,
(Michaels et al., 2001) identified five dimensions: work environment, work
content, benefits, indirect financial reward and direct financial reward. Also,
(Elving et al., 2013) identified four dimensions: organizational climate,
development, compensation and innovation. While, (Maxwell & knox, 2009)
identified four dimensions: employment, organizational success, construed
external image and product/ service characteristics. Finally, (Schlager et al.,
2011) identified five dimensions: economic value, development value, social
value, diversity value and reputation value.
Considering all the previous
dimensions depending on the research literature, and in consistent with the
population of current study, the researcher
think that the most important dimensions of the employer branding are those
introduced by (Berthon et al., 2005) as the following:
a) Interest
value: stands for degree to
which an individual gets attracted towards an organization that offers an exciting
work environment and involves his creativity to produce innovative products and
services.
b)
Social value: refers to the extent to which an individual gets attracted towards an
employer that offer fun-oriented workplace and has an environment of sound co-workers
relations and team spirit.
c)
Economic value: assesses the
degree to which an individual gets attracted towards an organization that
offers competitive remunerations, promotional opportunities and job security.
d)
Development
value: evaluate the degree to which an individual gets attracted to an
employer that can potentially provide him the recognition, self-worth and
confidence.
e)
Application
value: measures the extent to which an individual is attracted to an employer
that gives the employees the opportunities to apply what they have learnt and
carry a humanitarian environment which aims to give back to the society.
2.2.
Talent
Management
Talent
management quickly emerged into business world
in the late 1990s
as a significant and strategic resource that can enhance overall organizational
performance, and it has been widely adopted in 21st century business
organizations. (Al-Azzam & Al-Qura'an, 2019). Yet, despite this interest,
there is no clear definition of talent management on the world of work, (Gallardo-Gallardo
et al., 2013).
Due to confusion regarding
definitions and terms and the many assumptions made by many practitioners and
authors( Lewis & Heckman, 2006). Notwithstanding this criticism, (Collings
& Mellahi, 2009) defined strategic talent management as systematic
processes that includes the identification of major position that achieve the
sustainable competitive advantage in different manner, the development of a
talent pool of super-star incumbents to occupy these roles, and the development
of a differentiated human resource architecture that contribute in filling
these positions with qualified incumbents and to ensure their continued
commitment to the organization.
In line with this definition,
(Mensah, 2014) defined talent management as the identification of key strategic
positions and the use of differentiated human resource architecture to recruit,
manage and retain talented employees on the basis of their performance.
According to (Lockwood, 2006) talent management is the process of implementing
an integrated strategies for attracting, developing, retaining and utilizing
people with the right knowledge, skills and abilities to achieve current and
future objectives of the organization and increase the productivity of the
organization.
While, On other hand, (King &
Vaiman, 2019) defined talent management as an integrative and inclusive
philosophy of talent management whereby the organization's full workforce is
seen as organizational talent in complement to the differentiated identification
of specific workforce segments and individuals who are identified as having
higher relative potential to contribute to the organization's performance and
competitive advantage through active development, retention and deployment in
strategic positions. Also, (Jyoti & Rani, 2014) looked to talent management
as a group of practices that includes the identification, succession planning,
development and retention of employee.
The significance of superior talent
is consider as a key source of competitive advantage (Mensah & Bawole,
2017; Bjorkman et al., 2007; Dries et al., 2013; Lewis & Heckman, 2006).
While, (Nijs et al., 2014) consider talent management as precondition for
achieving excellence. Also, (Bethke-Langenegger et al., 2011; Michaels et al., 2001;
Collings & Mellahi, 2009) consider talent management a good strategy to
superior performance.
While, (Areiqat et al., 2010; Iles
et al., 2010; Lockwood, 2006) consider talent management as a primary driver
for organizational success especially,
for organizations that survive in a competitive market place. On other hand,
(Vaiman & Collings, 2013; Lewis & Heckman, 2006) refer to the
importance of talent management to attain overall corporate strategic goals.
Strategic talent management decisions predict important outcomes such as
organizational performance, productivity, profits, and market position(Ashton
& Morton, 2005).
Many researchers have investigated
three talent management strategies: talent attracting, talent development and
talent retention (King, 2015; fakhreidin, 2013; kehinde, 2012; Vaiman et al., 2012;
Berger, 2004). In line with the literature, this study has also adopted the
same three strategies as they fit its objectives:
2.2.1. Talent attraction:
The first step in talent management
strategies is to attract the most
qualified persons and high performers (A. player) at the right time to fill the
right position. So, talent attraction is finding and acquiring new talent with
high competencies that will be a great asset for the organization, and which
includes evaluating and deciding which candidate will be the best fit for the
position requirements and organization culture (Carusi & Cipollone, 2016). There are a broad range of recruitment
methods available to organizations for attracting talented employees relying on
internal and external sources (Dessler, 2015).
Trost (2014), referred to modern
approaches to finding talent on the external market including social community
recruiting (LinkedIn), employee referral programme, campus recruiting, talent
scouting, competition intelligence and Guerilla recruiting. Armstrong and
Taylor (2014) clarified that the effectiveness of attraction process depends on
two factors, the first one is employee value proposition which consists of what
the organization offers prospective or existing employees that they will value
and that will persuade them to join or stay with the organization, and the
second factor is employer brand which is related to the image presented by an
organization as a good employer.
While, Conley, et al. (2004)
indicated for competitive base pay and health benefits, opportunities for
advancement, work/life balance, competitive retirement benefits package, pay
raise linked to individual performance, and recognition for work as a top five reasons
that make talents join with an
organization.
2.2.2. Talent development:
Mathis, et al., (2014) defined
development as an efforts to improve employees' abilities to handle a variety
of assignments and to cultivate employees' capabilities beyond those required
by the current job. According to, Garavan et. al., (2012) the talent
development process includes four areas: identifying the persons who need development, identifying
what competencies to develop, evaluation, and management support.
Managers can choose from various
types of talent development strategies and programs such as formal education
programs include off-site and on-site programs executive MBA programs;
assessment which involves personality test and inventories, assessment center,
and performance appraisal and 360-degree feedback; job experiences which
include job enlargement, job rotation, transfers, promotions, downward moves,
and temporary assignments; and interpersonal relationships through mentoring
and coaching. (Noe, et al., 2012).
2.2.3. Talent retention:
Once talented employees are
attracted and developed, organizations must take a necessary steps to retain
them (Al-Azzam & Al-Quraan, 2019). Because they are critical to the
long-term health and success of the organization (Turner & Kalman, 2014).
Therefore, Rothwell (2016) referred to talent retention as the ability of the
organization to maintain a stable workforce, and considered it the opposite of
turnover, a well-known concept that refers to the loss of people from the
workforce, that can be involuntary or voluntary.
While, Garavan, et al. (2012) mentioned that
talent retention involves all the activities that prevent talented employees
from leaving the organization through effective retention strategies. Tarique and
Schuler (2012) identified several effective retention strategies which include
talent engagement, career development, training, and talent management culture.
While, Conley, et al. (2004) indicated for developing the skills of employees,
understanding the unique needs of high performers, competitive base pay,
aligning human resource programs to meet the business objectives, and
clarifying what the company expects and what employees can expect in turn as a
top five reasons that make talents retain with an organization. On other hand, Frank and Taylor
(2004), concentrated on the good relationship and open communication with
immediate boss as drivers of retention.
2.3.
Employer branding and talent management
Despite major advancements in
knowledge related to employer branding in the last 24 years, there is a limited
number of studies that connect employer branding with talent management. For
example, the study of (Urbancova & Hudakova, 2017), which aimed to
determine and evaluate the benefits of employer branding in the Czech organizations,
the study concluded that employer branding is important element in all economic
sectors and businesses and can build their brands by focusing primarily on the
stability of their current employees, their continuous development, and their
retaining of the most valuable talents. In regard, to the effects of employer
branding on attracting talent.
Where, the study of Mohammed (2019)
reviewed the literature related to the effects of employer branding on
attracting talent, employee performance, organizational culture and gaining
competitive advantage. The study concluded that the main goal of employer
branding is to achieve a value proposition of current employees and to
communicate this proposition to the prospective applicants, which contribute in
talent attraction, satisfaction, retention and organizational success.
Also, the study of Veena and
Mudassir (2019) examined the role of employer branding on talent management in
digital context. The study concluded that in the digital context, the
responsibility of human resource managers is more crucial in attracting the new
generation through employer branding and developing the skills required to
remain competitive.
While, the study of Mihalcea (2017)
aimed to identify the major trends and strategies concerning talent management
programs and development of digital skills for employees and managers. The
study concluded that in an open talent economy, employer brand play an
important role in recruiting, retention, learning, leadership development,
rewards of the right talents.
Chhabra and Sharma (2014), aimed to
examine the organizational attributes that attract final-year management
students of private business school of India toward organizations. The study
found that among the students, most preferred organizational attributes were
organizational culture, brand name and compensation, also, the study showed that
there exists a significant and positive impact of strong brand image on the possibility of prospected
applicants to apply.
3.
IMPORTANCE OF THE STUDY
The importance of this study emerges
from the importance of the subject, which is the role of employer branding
dimensions in enhancing the talent management strategies. Also, to author'
knowledge, this is the first empirical study that tests the interaction of
employer branding dimensions and talent management strategies in Arab context
especially in commercial banks sector of Jordan.
4.
Goals of the Study
The main goals of the study are:
· Knowing the relative importance of application
of employer branding dimensions and talent management strategies at the
commercial banks of Jordan.
· Knowing the impact of employer branding
dimensions on talent management strategies at the commercial banks of Jordan.
5.
RESEARCH MODEL AND HYPOTHESES
Based on the problem and goals of
the study, the following major hypothesis is established:
· H01: There is
no significant impact at the level (α ≤ 0.05) of overall employer
branding dimensions (social value, interest value, economic value, development
value and application value) on overall talent management strategies among
managers of commercial banks of Jordan.
From this hypothesis, the following
sub-hypotheses emerged:
· H01-1: There
is no significant impact at the level (α ≤ 0.05) of the social value on the talent management
strategies among managers of commercial banks of Jordan.
· H01-2: There
is no significant impact at the level (α ≤ 0.05) of the interest value on the talent management
strategies among managers of commercial banks of Jordan.
· H01-3: There
is no significant impact at the level (α ≤ 0.05) of the economic value on the talent management
strategies among managers of commercial banks of Jordan.
· H01-4: There
is no significant impact at the level (α ≤ 0.05) of the development value on the talent
management strategies among managers of commercial banks of Jordan.
· H01-5: There
is no significant impact at the level (α ≤ 0.05) of the application value on the talent
management strategies among managers of commercial banks of Jordan.
Figure 1: Research Model
6.
METHODOLOGY OF THE STUDY
This study considered as an
empirical research, used the analytical-descriptive approach by describing the
sample and its characteristics. Books and recent papers were used to cover the
theoretical part which is related to the employer branding and talent
management strategies, in addition to analyzing the data related to measuring
the impact of independent variable on dependent variable.
6.1.
Population and Sample of the Study
This study was applied on the
commercial banks of Jordan, that is considered as one of the most important
Jordanian corporations, where, the number of banks operating in Jordan at the
end of 2017 is (16) Jordanian banks,
(13) of them are commercial banks (Arab Bank, Jordan Ahli Bank, Cairo Amman
Bank, Bank of Jordan, The Housing Bank for Trade and Finance, Jordan Kuwait
Bank, Arab Jordan Investment Bank, Jordan Commercial Bank, Invest Bank, ABC
Bank, Bank of Al-Etihad, Societe General Bank-Jordan and Capital Bank), while,
(3) of them are Islamic banks.
Also, there are nine foreign banks,
one of them is Islamic(Central Bank of Jordan, Annual Report, 2017). Services
of commercial banks cover almost all parts of Jordan through their (615)
branches and (47) offices(Central Bank of Jordan, Annual Report,2017,10). The
number of workers in all banks operating in Jordan went up from (20065) males
and females employees in 2016 to (20582) in 2017, an increase of (2.6%).
The number of employees of Jordanian
commercial banks reached (15112) male and female, which, consist (73.4%) of
total employees(Association of Banks in Jordan, Annual Report,2017,141). The population of the study includes all the
managers at different managerial levels, top, middle, and lower levels who
worked in the headquarters of (8) commercial banks of Jordan located in Amman
who were response positively to participate in this study out of (13)
commercial banks.
The researcher chose the three
managerial levels to make the sample more representative and to generate
comprehensive view toward the role of employer branding in enhancing the talent
management strategies at commercial banks of Jordan. There were (565) managers
at various managerial levels. In order to choose the study sample, the researcher
referred to the table from (Sekaran & Bougie,2010,p.259), where the
researcher find that the suitable and significant sample size is (226)
managers. (226) questionnaires were distributed from the beginning of August
until the late of November 2019, out of which (187) were returned and analyzed
using SPSS (version 19), with response rate (82.7%).
6.2.
Measurement Scale
To collect data a questionnaire was
developed based on relevant literature and scales, the
first measurement scale was employer branding (twenty items) that was adapted
from (Berthon et al., 2005), which, consists of five dimensions namely: social
value (4 items), interest value (4 items), economic value (4 items),
development value (4 items), and application value (4 items).
While, the second measurement scale
was talent management strategies (fifteen items) was developed and adapted from
(King, 2015; fakhreidin, 2013; kehinde, 2012; Valman et al., 2012; Berger, 2004),
which consists of three dimensions namely: talent attraction (5 items), talent
development (5 items), and talent retention (5 items), with some modifications
to set the scales according to Jordan culture in order to make them easily
understandable for employees. The survey's answer options employed a five-point
Likert-Scale, from (1) "strongly agree" to (5) "strongly
disagree”.
7.
RESULTS ANALYSIS
7.1.
Validity and Reliability
To test the validity of the
instrument, five experts and scholars were asked to review the survey items to
be consistent with Jordan environment and make sure the readability of
questionnaire survey. Then, (30) questionnaires were randomly distributed, as a
pilot study among managers at different levels at commercial banks of Jordan to
identify ambiguities in terms, easiness of the words, and relevance of items
used in the survey instrument. Also, internal reliability of the survey
instrument adapted was used and results of testing scale reliability show that
all values are accepted since they are more than (0.60) (Sekaran & Bougie, 2010).
As seen in table 1. Cronbach's alpha reliability coefficients are fall between
(0.796) for the talent attraction scale and (0.856) for development scale.
Table 1: Cronbach's Alpha
|
Cronbach's Alpha |
Dimensions |
|
0.945 |
Employer Branding |
|
0.823 |
Social Value |
|
0.826 |
Interest Value |
|
0.832 |
Economic Value |
|
0.856 |
Development Value |
|
0.831 |
Application Value |
|
0.910 |
Talent Strategies |
|
0.796 |
Talent Attraction |
|
0.853 |
Talent Development |
|
0.849 |
Talent Retention |
7.2.
Description of the Study Variables
Table 2: The relative importance of
employer branding dimensions and talent management strategies practices in commercial banks of Jordan.
|
Relative importance |
rank |
Standard deviation |
average |
variables |
|
High |
4 |
0.754 |
3.79 |
Social value |
|
High |
5 |
0.736 |
3.76 |
Interest value |
|
High |
2 |
0.741 |
3.89 |
Economic value |
|
High |
1 |
0.715 |
3.95 |
Development value |
|
High |
3 |
0.730 |
3.84 |
Application value |
|
High |
|
|
3.85 |
General average |
|
High |
3 |
0.934 |
3.91 |
Talent attraction |
|
High |
1 |
0.640 |
4.01 |
Talent development |
|
High |
2 |
0.662 |
3.97 |
Talent retention |
|
High |
|
|
3.96 |
General average |
According
to table 2, we note that the overall average of employer branding practices in
terms of relative importance is high, with a general average (3.85). According
to respondents' answers, development value has come first with a general
average (3.95), then, followed by economic value, application value, social
value, and interest value, with a general average (3.89), (3.84), (3.97), and
(3.76) respectively, as they all indicate of high relative importance. Also,
the overall average of talent management strategies practices in terms of
relative importance is high, with a general average (3.96). Talent development
was ranked first with an average (4.01), then, followed by talent retention and
talent attraction respectively with a general average (3.97) and (3.91), as
they all indicate of high relative importance.
7.3.
Testing the Study Hypotheses
Simple
linear regression, was used to analyze the hypotheses of the study, and the
rule of decision was relied on, which is to accept the null hypothesis (H0) if the value of the significance is
higher than or equal to(0.05), and reject the null hypothesis (H0) if the significance is less than
(0.05).
a) Main hypothesis H0. There is no significant impact at the level (α≤0.05) of
overall employer branding dimensions on overall talent management strategies
among managers of commercial banks in Jordan.
Table 3: Results of simple linear
regression for the first main hypothesis
|
Coefficients |
ANOVA |
Model summary |
Dependent variable |
|||||||
|
Sig T* |
Calculated T |
Standard error |
β |
Independent variable |
SIG F* |
DF |
Calculated f |
r² |
r |
|
|
0.000 |
13.769 |
0.045 |
0.711 |
Employer branding
dimensions |
0.000 |
1 |
189.586 |
0.506 |
0.711 |
Talent management
strategies |
The
results from table (3) indicates that the correlation coefficient between the
two variables was (r=0.711) which indicates the positive relationship between
the two variables, in addition to that, determination was (r²=0.506) and it
indicates that (50.6%) of the change in achieving talent management strategies
can be explained by the change in the employer branding dimensions, with the
stability of other variables. the impact
of the independent variable (employer branding dimensions) on the dependent variable
(talent management strategies) is statistically significant, where calculated f
was (189.586), at the level (sig f= 0.000), which ensures the moral impact of
the regression, the significant of regression at level (p≤ 0.05) and
degree of freedom (df=1).
The regression coefficient
(β=0.711) indicates the total impact of the employer branding dimensions
on the talent management strategies and it is a moral impact, the T. value was
(13.769) at level (sig=0.000), thus we reject the main first hypothesis and
accept the alternative hypothesis that says: there is a significant impact at
level (α≤0.05) of overall employer branding dimensions on overall
talent management strategies among managers of commercial banks in Jordan.
b) The sub-hypotheses were also subject to the
simple linear regression, and the results were:
c) First sub-hypothesis H0-1: There is no
significant impact at the level (α ≤ 0.05) of the social value on the talent management
strategies among managers of commercial banks of Jordan.
Table 4: The results of testing the
impact of social value dimension on the talent management strategies
|
coefficient |
ANOVA |
Model summary |
Dependent variable
talent management strategies |
|||||||
|
Sig t* |
T value |
Standard error |
β |
Ind. var |
Sig f* |
DF |
Calculated f |
r² |
r |
|
|
0.000 |
13.968 |
0.176 |
0.540 |
Social value |
0.000 |
1 |
75.961 |
0.291 |
0.540 |
|
The
results from table (4) reveals that the impact of the independent variable
(social value) on the dependent variable (talent management strategies) is
statistically significant, where calculated f was (75.961), at level (sig
f=0.000) which is less than (0.05). The correlation coefficient (r=0.540)
indicates the positive relationship between the two variables, in addition to
that, the value of determination was (r²=0.291) and it indicates that (29.1%)
of the change in achieving the talent management strategies can be explained by
the change in the social value, with the stability of other variables.
The regression coefficient
(β=0.540) indicates the total impact of the social value on the talent
management strategies and it is a moral impact, the T-value was (13.968) at
level (sig=0.000), thus, we rejected the first sub-hypothesis and accept the
alternative hypothesis that says: there is a significant impact at level
(α≤0.05) for the social value on the talent management strategies
among managers of commercial banks of Jordan.
d) Testing the second sub-hypothesis H0-2: There
is no significant impact at the level (α ≤ 0.05) of the interest value on the talent management
strategies among managers of commercial banks of Jordan.
Table 5: The results of testing the
impact of interest value dimension on the talent management strategies
|
coefficient |
ANOVA |
Model summary |
Dependent variable
talent management strategies |
|||||||
|
Sig t* |
T value |
Standard error |
β |
Ind. var |
Sig f* |
DF |
Calculated f |
r² |
r |
|
|
0.000 |
13.632 |
0.047 |
0.538 |
interest value |
0.000 |
1 |
75.284 |
0.289 |
0.538 |
|
The results from table (5) reveals
that the impact of the independent variable (interest value) on the dependent
variable (talent management strategies) is statistically significant, where
calculated f was (75.284), at level (sig f=0.000) which is less than (0.05).
The correlation coefficient (r=0.538) indicates the positive relationship
between the two variables, in addition to that, the value of determination was
(r²=0.289) and it indicates that (28.9%) of the change in achieving the talent
management strategies can be explained by the change in the interest value,
with the stability of other variables.
The regression coefficient
(β=0.538) indicates the total impact of the interest value on the talent
management strategies and it is a moral impact, the T-value was (13.632) at
level (sig=0.000), thus, we rejected the second sub-hypothesis and accept the
alternative hypothesis that says: there is a significant impact at level
(α≤0.05) for the interest value on the talent management strategies
among managers of commercial banks of Jordan.
e) Testing the third sub-hypothesis H0-3: There is
no significant impact at the level (α ≤ 0.05) of the economic value on the talent management
strategies among employees of commercial banks of Jordan.
Table 6: The results of testing the
impact of economic value dimension on the talent management strategies
|
coefficient |
ANOVA |
Model summary |
Dependent variable
talent management
strategies |
|||||||
|
Sig t* |
T value |
Standard error |
β |
Ind. var |
Sig f* |
DF |
Calculated f |
r² |
r |
|
|
0.000 |
10.135 |
0.044 |
0.597 |
Economic value |
0.000 |
1 |
102.714 |
0.357 |
0.597 |
|
The results from table (6) reveals
that the impact of the independent variable (economic value) on the dependent
variable (talent management strategies) is statistically significant, where
calculated f was (102.714), at level (sig f=0.000) which is less than (0.05).
The correlation coefficient (r=0.597) indicates the positive relationship between
the two variables, in addition to that, the value of determination was
(r²=0.357) and it indicates that (35.7%) of the change in achieving the talent
management strategies can be explained by the change in the economic value,
with the stability of other variables.
The regression coefficient
(β=0.597) indicates the total impact of the economic value on the talent
management strategies and it is a moral impact, the T-value was (10.135) at
level (sig=0.000), thus, we rejected the third sub-hypothesis and accept the
alternative hypothesis that says: there is a significant impact at level
(α≤0.05) for the economic value on the talent management strategies
among managers of commercial banks of Jordan.
f) Testing the fourth sub-hypothesis H0-4: There
is no significant impact at the level (α ≤ 0.05) of the development value on the talent
management strategies among managers of commercial banks of Jordan.
Table 7: The results of testing the
impact of development value dimension on the talent management strategies
|
coefficient |
ANOVA |
Model summary |
Dependent variable
talent management strategies |
|||||||
|
Sig t* |
T value |
Standard error |
β |
Ind. var |
Sig f* |
DF |
Calculated f |
r² |
r |
|
|
0.000 |
12.454 |
0.042 |
0.675 |
development value |
0.000 |
1 |
155.100 |
0.456 |
0.675 |
|
The
results from table (7) reveals that the impact of the independent variable
(development value) on the dependent variable (talent management strategies) is
statistically significant, where calculated f was (155.100), at level (sig
f=0.000) which is less than (0.05). The correlation coefficient (r=0.675)
indicates the positive relationship between the two variables, in addition to
that, the value of determination was (r²=0.456) and it indicates that (45. 6%)
of the change in achieving the talent management strategies can be explained by
the change in the development value, with the stability of other variables.
The regression coefficient
(β=0.675) indicates the total impact of the development value on the
talent management strategies and it is a moral impact, the T-value was (12.454)
at level (sig=0.000), thus, we rejected the fourth sub-hypothesis and accept
the alternative hypothesis that says: there is a significant impact at level
(α≤0.05) for the development value on the talent management
strategies among managers of commercial banks of Jordan.
g) Testing the fifth sub-hypothesis H0-5: There is
no significant impact at the level (α ≤ 0.05) of the application value on the talent
management strategies among managers of commercial banks of Jordan.
Table 8: The results of testing the impact
of application value dimension on the talent management strategies
|
coefficient |
ANOVA |
Model summary |
Dependent variable
talent management strategies |
|||||||
|
Sig t* |
T value |
Standard error |
β |
Ind. var |
Sig f* |
DF |
Calculated f |
r² |
r |
|
|
0.000 |
13.322 |
0.040 |
0.700 |
application value |
0.000 |
1 |
177.469 |
0.490 |
0.700 |
|
The
results from table (8) reveals that the impact of the independent variable
(application value) on the dependent variable (talent management strategies) is
statistically significant, where calculated f was (177.469), at level (sig
f=0.000) which is less than (0.05). The correlation coefficient (r=0.700)
indicates the positive relationship between the two variables, in addition to
that, the value of determination was (r²=0.490) and it indicates that (49.0%)
of the change in achieving the talent management strategies can be explained by
the change in the application value, with the stability of other variables.
The regression
coefficient (β=0.700) indicates the total impact of the application value
on the talent management strategies and it is a moral impact, the T-value was
(13.322) at level (sig=0.000), thus, we rejected the fifth sub-hypothesis and
accept the alternative hypothesis that says: there is a significant impact at
level (α≤0.05) for the application value on the talent management
strategies among managers of commercial banks of Jordan.
8.
DISCUSSION AND CONCLUSION
The main aim of this study is to
identify to what extent the managerial leaderships in top, middle, and lower
levels of commercial banks at Jordan practice the employer branding dimensions
and talent management strategies. Also, it aims to explore the impact of
employer branding dimensions on talent management strategies.
The results of the study showed that
the relative importance of employer branding dimensions practices in commercial
banks of Jordan was high, which indicates that the managerial leaderships in
commercial banks of Jordan engaged effectively in building a special and unique
brand name to differentiate themselves as employers from other competitors.
Also, the results of the study
revealed that the talent management strategies have scored high levels of
importance from the respondents' point of view, which indicate that the
managerial leaderships in commercial banks of Jordan recognized the importance
of investing in talented employees in
achieving a positive outcomes at organizational level such as organizational
high performance, productivity, profits, market position, strategic goals,
excellence, organizational success, and competitive advantage and
sustainability in a competitive market.
And they realized the importance of
talented employees in achieving a positive outcomes at individual level such as
increasing work motivation, commitment, satisfaction, and engagement. In regard
to the second aim of the study, the results revealed that there is a positive
relationship and significant impact of overall employer branding dimensions on
talent management strategies among managers of commercial banks in Jordan.
This result came consistent with the
studies of Urbancova and Hudakova (2017) whom also found that employer branding is important element in all
economic sectors and businesses and can build their brands by focusing
primarily on the stability of their current employees, their continuous
development, and their retaining of the most valuable talents; (Mihalcea, 2017),
who concluded that employer brand is very important in recruiting and retention
of high potential employees and must be focused on learning and leadership
development; (Mohammed, 2019), who found that the main goal of employer
branding is to maintain value proposition among current talents and communicate
this proposition externally to the projected talents, which play in talent
attraction and organizational success that helps the organization in smoother
recruitment process, and employee retention; and (Veena & Mudassir,2019)
who concluded that the employer branding has a major role in attracting
talents.
Also, the analysis of the
sup-hypotheses revealed that there is a significant impact of the social value,
interest value, economic value, development value, and application value on the
talent management strategies. Which indicate that improving the level of
employer branding in commercial banks of Jordan leads to enhancing the talent
management strategies, in terms of attraction the right talents with the
required knowledge, skills, and abilities to the right position at the right
time, development of talented employees through using different approaches of
development and training, and to take the right strategies to retain the
talented employees.
9.
CONTRIBUTIONS OF THE STUDY
The present study introduces
theoretical and practical contributions. The theoretical contribution is
presented in that it is the only study that analyze the impact of employer
branding dimensions on talent management strategies in Jordan context
especially at banking sector according to the knowledge of the author after
reviewing the related literature. So it will be further add to the available
knowledge base about employer branding and talent management. While the
practical contribution of this study is that, its findings expected to provide
framework for employers to ensure efficient management and maintenance of a
healthy employer branding to attract the most qualified talented employees,
develop them, and retain them.
10.
LIMITATIONS OF THE STUDY
There are a number of limitations of
the current study, the first is that this study is limited to commercial banks
of Jordan, so, it may gain different findings when it is applied on Islamic
banks and other sectors, therefore, the researcher recommend to implement this
study at Islamic banks in addition to different sectors like industrial sector,
telecommunication sector and so on, to make a comparison between the results.
The second limitation, the questionnaire was distributed to the managerial
leaderships at top, middle, and lower levels whom worked at the head offices of
commercial banks of Jordan, as there are several branches at different
governorates in Jordan, hence, future research should empirically implement
this linkage between employer branding dimensions and talent management
strategies from the point view of subordinates whom worked in different
branches.
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