- Relationship Between Talent Management Practice and Employee Engagement
- A. Talent Management Practice (Managerial Support) and Employee Engagement
- B. Talent Management Practice (Employee Career Development) and Employee Engagement
- C. Talent Management Practice (Rewards and Recognitions) and Employee Engagement
Relationship Between Talent Management Practice and Employee Engagement
Talent management practices that demonstrate commitment to manage the human resources result in more engaged employees and lower turnover rate . In contributing to the effective implementation, an organization's talent management should also contribute to employee engagement . Organizations that can fully engage their employees through effective talent management practice will clearly have a competitive advantage . Effective employee engagement fosters an environment of stimulation, such as employee development and learning, superior support, rewards and recognitions in their talent management program [29, 30]. Improved outcomes in winning the employee talents' heart will only come to those organizations that learn to master talent management practices . Therefore, organizations need to rethink their approaches to talent management and how it affects employee engagement .
A. Talent Management Practice (Managerial Support) and Employee Engagement
The role of a manager is a key component to engage employee. Supports from them enable employee commitment to the job and the organization. Managers also are an important key in practicing effective talent management in engaging and retaining employees . Further, managers need to create the environment where employees feel more passionate about their work and exhibit the behaviors that organizations need to drive better results not only for the organizations but also for employees as individuals . Hence, managerial support is a very important predictor of talent management strategy in engaging employee talent. However, Tymon et al. (, p. 111) state “a large empirical study in a developing country is lacking.” Further, managerial support for employees also plays an important role in organizational effectiveness . Therefore, it is hypothesized that:
Hypothesis 1 (H1): There is signiﬁcant relationship between talent management practice (managerial support) and employee engagement.
B. Talent Management Practice (Employee Career Development) and Employee Engagement
Learning is no longer solely associated with education and is no longer viewed as a precareer affair. There has been a shift from job security and lifelong employment to lifelong learning, employability, and talent management . Moreover, Riccio  outlines his professional experience which illustrates his passion for employee career development and for institutions to incorporate a holistic talent management initiative for individuals at all levels of the organization. This is to ensure the bright opportunities for employees to further grow in future times. Further, the main purposes of employers nowadays in implementing employee career development programs are not only to support the employees in developing career but also to use the initiatives to engage and retain their potential employees . Therefore, it is hypothesized that:
Hypothesis 2 (H2): There is signiﬁcant relationship between talent management practice (employee career development) and employee engagement.
C. Talent Management Practice (Rewards and Recognitions) and Employee Engagement
Maslach et al.'s  concept of engagement has also suggested that while a lack of rewards and recognitions can lead to burnout, hence, appropriate rewards and recognition is important for engaging employees . These include satisfactory talent management practice of compensation, company beneﬁts, and company location . Talent management practice of extrinsic rewards also called as hygiene factors tends to result in an increase in intrinsic motivation when they were expected and linked to a set of standards. Research has shown recognitions to be associated with a number of desirable work outcomes. These include engagement to the job: work competence and work progress or performance . Tymon Jr. et al.  found that intrinsic rewards (recognitions) have indirect effect to employee engagement. Therefore, it is hypothesized that:
Hypothesis 3 (H3): There is signiﬁcant relationship between talent management practice (rewards and recognitions) and employee engagement.