Zeyad Faisal Al-Azzam
Education Malaysia Jordan, Jordan
E-mail: zeyad77@gmail.com
Atif Badri Al-Qura'an
Jordan Bank, Jordan
Email:quraanatif@yahoo.com
Submission: 27/07/2018
Revision: 23/09/2016
Accept: 08/06/2017
ABSTRACT
This article aims to investigate the nature and effect
of talent management strategies on customer satisfaction in Jordan’s banking
sector, as well as the mediating effect of knowledge management in this
relationship. Based on the extant literature, the author developed indicators
and multi-item measures for the independent variable, dependent variable, and
the mediator using a survey instrument (sample N=1189, with an 89% response
rate). The results show those employees’ perceptions of Talent Attraction
Strategy, Talent Development Strategy, Succession Planning Strategy, and
especially Talent Retention Strategy are the most important contributors to
Talent Management. They also suggest that Talent Management Strategies
contribute to enhancing customer satisfaction through improvements in knowledge
management. Overall, the Study Equation Model demonstrates that knowledge
management mediates the relationship between talent management strategies and
customer satisfaction. As a rule, Talent Management Strategies have a positive
relationship with knowledge management, which in turn has a positive influence
on customer satisfaction.
Keywords: Talent Management; Strategies; Knowledge
Management; Customer Satisfaction; Jordan Banking Sector
1. INTRODUCTION
Knowledge is a vital and strategic
resource that guarantees organizational survival in today's hypercompetitive
environment. Both explicit and tacit knowledge are important to generate a
competitive advantage, but this knowledge maybe managed inappropriately
(MCDONNELL, et al., 2010). To succeed in a hostile environment, organizations
need distinguished talent to confront the trends and challenges facing them.
Moreover, top management must understand the necessity to attract, recruit,
develop, and retain such talent, a critical resource for achieving strategic
goals (NILSON; ELLSTRÖM, 2012).
In
today’s knowledge-based economy, the concepts of knowledge management (KM) and talent management (TM) have been used to
improve organizational competitiveness and thus ensure a greater market share.
KM is considered an intangible asset: tacit knowledge resides in the minds of
an organization's workers, so organizations must manage those workers to
compete in the marketplace. This requires adopting new strategic approaches to
manage high-potential and high-performing workers, by investing in tacit
knowledge and retaining (talented) workers (KIESSLING; HARVEY, 2006; LAWLER;
ULRICH, 2008; SENTHILKUMAR; KUMUDHA, 2011; WHELAN; CARCARY, 2011).
Overall, KM denotes set of
activities designed to discover, acquire, share, and apply knowledge among the
workers in an organization, while the term talent—as
in “war of talent,” a phrase coined by Steven Hankin of McKinsey & Company
in 1997—refers to finding the most skilful candidates for the vacant positions.
Thus, TM is concerned with the implementation of certain strategies and systems
to enhance work productivity by developing processes for attracting, nurturing,
developing, retaining, and utilizing workers’ knowledge (BAHRAMI; GHOLAMI,
2016; MUNTEAN, 2014; SHAEMI; ALLEMAH; BAJGERANI, 2011; WAHEED; ZAIM; ZAIM,
2012).
Traditionally, the role of human
resource management departments was focused on HRM processes, but today’s HR
departments have taken on a more strategic role in retaining the most critical
key talents in the organization. Meanwhile, organizations’ strategic
orientations have moved dramatically toward an increasing demand for
high-quality products that continues to outstrip available resources (HOR, et
al., 2012; KEHINDE, 2012; KOKETSO; RUST, 2012).
Notably, most scholars and
practitioners have argued that KM has been widely adopted and rigorously
implemented in diverse industries, and is linked with organizational
performance (GHOLAMI; ASLI; SHIRKOUHI; NORUZY, 2013; SURAJ; AJIFERUKE, 2013;
YANG; LEE; CHENG, 2016; ZWAIN; TEONG; OTHMAN, 2012).
In particular, this study
investigates the strategic role of talent management strategies (TMS) in enhancing
customer satisfaction within the banking sector of Jordan, by evaluating the
mediating role of knowledge management. A Shortfall of talented and
high-performing workers could affect the whole banking sector and harm the
quality services it provides to customers. However, few efforts have been made
to examine the relationship between talent management, customer satisfaction,
and knowledge management in Jordan, despite the many studies assessing t
service quality in other sectors and countries (IRTAIMEH; AL-AZZAM; KHADDAM, 2016).
2. THEORITICAL BACKGROUND
2.1.
Knowledge
Management
Scholars and practitioners have
postulated many definitions of KM, but there is no consensus on its big-picture
definition. Knowledge creation is the most unique strategic resource in value-added
creation. It prevents competitors from imitating and transferring intellectual
competencies, as a high potential for value creation can be found in
individuals who possess the highest knowledge. However, the challenge behind
knowledge management is how to disseminate that knowledge properly (HALAWI;
ARONSON; MCCARTHY, 2005; WERNERFELT, 1984).
As noted above, knowledge management
strategies are used to discover, acquire, share, and apply knowledge among
workers in the organization, to gain a competitive advantage. Generally, tacit
knowledge is the most valuable intellectual resource to an organization since
it comes from the long experience and expertise of individuals. Thus, as long
as information technology is developing, the importance of KM will increase:
organization employees are competent only if they have high applicable
knowledge (SHARIF; YAQUB; KHAN; JAVED, 2014).
Modern business organizations must
have knowledge for developing and enhancing products and services that meet
customers’ evolving needs and desires. In addition to that, a successful
organization should build a culture that promotes KM processes and learning
process.
Davenport and Prusak (1998) defined
KM as a fluid mix of experience, policies and processes, while King (2009)
mentioned that KM is a justified personal belief. Other researchers and
practitioners view KM as a competitive strategy aimed at building, developing,
sharing, pooling, and implementing knowledge to enhance individual competency,
effectiveness, and the efficiency of the organization (BRATIANU, 2010; DAHIYA;
GUPTA; JAIN, 2012). KM literature has identified several dimensions of KM,
mostly focusing on identification, acquisition, storage, sharing, and
application (BARKHUIZEN, MOGWERE; SCHUTTE, 2014; DAUD; ABDUL HAMID, 2006;
GHOLAMI, et al., 2013; GOLD; SEGARS; MALHOTRA, 2001; KIESSLING; RICHEY; MENG;
DABIC, 2009; LEE; CHING; YANG, 2000; LEE; LEE; YOO, 2000; LIAO; WU, 2009;
NONAKA, et al., 1995; ZWAIN, et al., 2012), while Nonaka and Takeuchi(1995)
divided knowledge into implicit, tacit, explicit, and external knowledge.
Additionally, Nonaka (1994)
identified two dimensions of knowledge: the epistemological dimension, which
converts tacit knowledge into explicit knowledge and vice versa, and the
ontological dimension, which transfers knowledge (whether it is tacit or
explicit) from individuals to groups and further to the organization. For the
purposes of this study, we will consider the four dimensions of KM that
Becerra-Fernandez and Sabherwal (2010) identified: Discovery, Acquisition,
Sharing, and Application.
2.2.
Talent
Management Strategies
Talent management quickly emerged
into business in the early 1990s as a significant and strategic resource that
can enhance overall organizational performance, and it has been widely adopted
in 21st century business organizations. Many practitioners and scholars have
defined talent from different angles, for instance, Goffee and Jones (2007)
defined talent as skilful employees who make new value-added contributions to
the organization through demonstrating the highest levels of potential.
There is still no consensus
definition for talent, but some scholars have defined talents as individual
abilities and capabilities that lead to competencies needed by the organization
for future strategic purposes. These could include employees’ skills,
knowledge, experiences, attitudes, behaviours, and potentials (GROBLER;
DIEDERICKS, 2009; LEWIS; HECKMAN, 2006; MICHAELS; HANDFIELD-JONES; AXELROD,
2001; TANSLEY; STEWART; TURNER; LYNETTE, 2006).
Although the precise definition of
talent management remains controversial, scholars and theoreticians agree on
the major pillars that formulate it. TM involves the human resource procedures,
practices, and techniques used to perform HR activities—not only staffing and
recruiting, selection and training, development and compensation, and
succession planning, but also the attraction, identification, engagement,
retention, and deployment of skilful individuals. In other words, TM is about
finding the right person at the right time in the right place (AHMADI; AHMADI;
ABBASPALANGI, 2012; DHANALAKSHMI; GURUNATHAN, 2014; REILLY, 2012; WILCOX,
2016).
Moreover, it entails extracting the
high potential of talented employees for future incumbent positions, to meet
present and future HR needs and to achieve competitive advantage (CAMPBELL;
HIRSH, 2013; CÂMPEANU-SONEA; SONEA; GABOR-SUPURAN; MUREŞAN, 2011; JAIN; SHARMA;
SHARMA, 2012; KEHINDE, 2012).
Even though many studies have been
conducted on how to benefit from talent management as a technique over time,
work on how to strategize organizational talents for the future is still
lacking. To fill this gap, we investigate the following four talent management
strategies:
1- Talent Attraction Strategy: competitive
organizations must rethink their human resources to face current and future
challenges such as globalization, technological advancement, and free trade
agreements. These trends require flourishing new capabilities and talented
individuals who are equipped with high experience, skills, knowledge,
abilities, and tacit knowledge. They are always in demand to meet strategic
organizational objectives, so businesses must apply successful talent
attraction strategies to attract key talented individuals (Miller, 2014).
Before attracting talented workers, HR departments should revise organizational
needs through job analysis, to find out not only the vacant positions but also
which competencies and capabilities suits the position, and to determine how to
fill them accordingly. Generally speaking, they must adopt the concept of a
talent profile to gather all their skilled and competent workers for future
needs. HR managers should be alert and aware of organizational needs, so they
can react swiftly to attract and hire talented workers.
2- Talent Development Strategy: from time to
time, top management should assess its employees’ performance and their contributions
to the organization. Performance gaps should be immediately bridged through
administrative tools such as orientation and training programs, career
development, and so onto identify and promote high- potential talents
(Chodorek, 2012; Poorhosseinzadeh and Subramaniam, 2012, 2013; Ready, Hill, and
Thomas, 2014). Talents need to be up-to-date with knowledge and technological
innovations to be invested in organizational products and services. Different
types of development techniques can be used, such as online training,
on-the-job training, seminars, courses, and conferences.
3- Talent Retention Strategy: once talented
workers are attracted and developed, organizations must follow a strategy to
retain them. Retention of those talents means a full package of compensation
with a corporate culture that meets their needs and expectations. This may seem
costly but is very reasonable given the return on talent. According to Whelan
& Carcary (2011), a sound retention strategy depends on hygiene and intrinsic
factors, while Irtaimeh et al. (2016) emphasized performance, communication,
loyalty and competitive advantage.
4- Talent Succession Planning Strategy: this strategy
focuses on how to prepare talented workers for future vacant positions,
especially through mergers and acquisitions. At this point, most successful
organizations tend to have a pool of talent for future needs.
2.3.
Customer
Satisfaction
Satisfaction is the state of a
person’s feelings (whether pleasure or disappointment) when comparing a
product’s perceived performance or outcomes with their expectations of those
products, such that satisfaction is the difference between expectations and
actual performance (KOTLER; ARMSTRONG, 2002; KOTLER; ARMSTRONG; SAUNDERS; WONG,
1999; KOTLER; KELLER, 2009).
As a matter of fact, satisfaction
can vary from one person to another because it is a utility. Customer
satisfaction in banking means the attitudes and responses of customers toward
the bank's financial and marketing services or some aspect of trading (AHMAD et
al., 2011; JENKINSON, et al., 2002). Moreover, the bank’s executives should
focus their efforts on how to increase customer satisfaction, to enhance the
quality of banking services provided (AL-ABRI; AL-BALUSHI, 2014).
Due to technological development,
globalization, and social media, customers are becoming more knowledgeable
about and aware of service standards, so their perception and expectations are
continually evolving. Therefore, psychological and physical factors are the
drivers for generating satisfaction and satisfaction behaviours.
Many scholars and theoreticians
agree that service quality is a determinant of customer satisfaction because it
comes from the service provider (organizations), since customers benefit from
service quality and their satisfaction is mandatory for the organization’s
continuity and growth. Satisfaction and service quality have certain things in
common, but satisfaction is generally a broader concept whereas service quality
focuses specifically on dimensions of service (AGBOR, 2011; HEJASE; HEJASE;
MIKDASHI; BAZEIH, 2016; NZEWI; CHIEKEZIE; OGBETA, 2015).
3. LITERATURE REVIEW
Several studies have been conducted
to investigate the role of talent management in service sector, but only a few
explored the role of knowledge management as a mediator between talent
management and customer satisfaction.
In their study Areiqat, Abdelhadi,
and Al-Tarawneh (2012) studied the impact of talent management practices on
employees’ performance, to enhance their ability to deal with high-demand
prospective customers. Moreover, Soltani and Ardeshiri (2014) investigated the
influence of knowledge management and talent management on competitive
advantage. They concluded that both concepts have a significantly positive
effect on competitive advantage.
Oladapo (2014) conducted a study to
evaluate the most successful talent management strategies and programs employed
(they choose the predictive power of job security, compensation, and
opportunity) on the retention of talented workers in American companies. His
study revealed that most organizations in the United States agree on the
importance of employing talent management programmes, and for organizations
with such programs the most significant effect variable was opportunity for job
advancement, compared to organizations which didn’t employ such programs. Job
security, compensation, and opportunity did not predict talent retention at all
due to a lack of executive support.
Rácz, Bencsik, Bognár, and Stifter
(2014) presented a similar paper at conference on the reproduction of human
capital, aimed at raising attention to the importance of knowledge and talent
management and their impact on business success. Surprisingly, they found no
significant relationship between talent, knowledge managed, and the types of
organizations where either effect was observed.
In their study, Bayyurt and Rizvi
(2015) investigated the effect of five talent management dimensions on
perceived organizational effectiveness in the service industry of Pakistan.
Their results show that all five dimensions were significant. Moreover, human
resource policy, training and development, ability, and motivation were found
to have a strong impact on perceived organizational effectiveness.
However, opportunity had no impact on perceived
organizational effectiveness.
This was contradicted byMorsy’s
(2013) study of how talent affects job and organizational engagement at Zagazyg
University Hospitals. The effect was significant and positive when work-family
balance mediated between employees’ engagement and service quality.
Iratimeh et al. (2016) explored the
effect of implementing talent management strategies (TMS) and service quality
(ServQual) on beneficiaries’ (customers’) satisfaction (BS) in the healthcare
sector of Jordan from the providers’ point of view. Positive correlations were
found to be statistically significant between talent management strategies,
service quality, and beneficiaries’ satisfaction. Finally, Nafei (2015a)
concluded that a statistically significant relationship between talent
management and health service quality exists. Optimistically, Nafei (2015b)
conducted another study that proved the effect of talent management in
enhancing service quality in the commercial banks of Egypt.
4. RESARCH HYPOTHISES AND MODEL
This research aims to investigate
the relationship between TMS and customer satisfaction in the Jordan banking
sector, as well as the role of knowledge management as a mediator in that
relationship. Therefore, we test the following hypotheses to test our research
model, shown in Figure 1.
Figure 1:
Research Model
Source: Developed by author.
5. RESEARCH METODOLOGY
5.1.
Research
Population and Sample
A descriptive survey was used to
collect data from a population of workers in the banking sector of Jordan.
Random sampling was used to identify potential participants from three
different zones, located in the north, middle, and south of Jordan. 5500
questionnaires were distributed but only 1984 valid returned questionnaires
were selected for analysis, representing a response rate of 36%. The survey’s
answer options employed a five-point Likert scale, from strongly agree to strongly
disagree.
5.2.
Measured
Variables
Content validity was ensured by
consulting specialists, experts, and professors in the study’s main fields of
human resources and business administration. In order to determine reliability,
Cronbach's alpha was used. The Cranach's alpha for questions related to the
variables in the study model was 0.89 percent, in acceptable range. Table 1
shows the results of Cronbach's alpha tests for each of the variables of the
current study.
Table 1:
Cronbach’s Alpha.
Variables |
Cronbach’s Alpha |
Talent
Management Strategies |
0.91 |
Talent Attraction Strategy |
0.87 |
Talent Development Strategy |
0.94 |
Talent
Retention Strategy |
0.89 |
Succession
Planning Strategy |
0.97 |
Knowledge
Management |
0.83 |
Knowledge
Discovery |
0.79 |
Knowledge
Acquisition |
0.87 |
Knowledge
Sharing |
0.75 |
Knowledge
Application |
0.88 |
Customers'
Satisfaction |
0.76 |
Customer
Commitment |
0.72 |
Customer
Loyalty |
0.78 |
Source: Developed by the author based on SPSS results.
6. RESULTS
6.1.
Correlations
In general, the correlations between
all the variables, as shown in Table 2, show a strong and significant
relationships between TMS and KM (sig.=0.912) and customer satisfaction
(sig.=0.961). Obviously, these results show that each talent management
strategy has a significant and positive relationship with each KM dimension.
Moreover, each strategy has a significant and positive relationship with the
customer satisfaction dimensions.
Table 2:
Correlations Results.
Variables |
K. Discovery |
K. Acquisition |
K. Sharing |
K. Application |
KM |
Customer Commitment |
Customer Loyalty |
Customer Satisfaction |
TM Strategies |
0.895** |
0.923** |
0.799** |
0.898** |
0.912** |
0.921** |
0.955** |
0.961** |
Talent Attraction Strategy |
0.854** |
0.901** |
0.941** |
0.865** |
0.931** |
0.786** |
0.954** |
0.963** |
Talent Development Strategy |
0.903** |
0.874** |
0.837** |
0.912** |
0.897** |
0.824** |
0.912** |
0.839** |
Talent Retention Strategy |
0.821** |
0.975** |
0.888** |
0.928** |
0.905** |
0.860** |
0.953** |
0.972** |
Succession Planning Strategy |
0.867** |
0.989** |
0.897** |
0.789** |
0.886** |
0.732** |
0.940** |
0.978** |
** Correlation is significant at P ≤ 0.05.
Source: Developed by the author based on SPSS results.
6.2.
Results
of Structural Equation Modelling Analysis
First of all, to estimate the
hypothesized relationships, we followed Anderson and Gerbing’s (1988) and
Henseler, Ringle, and Sinkovics’ (2009) approach of two-stage modelling,
evaluating a) the measurement model and b) the structural model. CFA was
conducted to assess the validity of the scales used in the study. The
measurement fit model results revealed that they all have a goodness of fit,
where the factor loadings are all above 0.5 and the significance level was
0.000. Hence, the convergent validity for all scales was established.
Table 3: Overall
Indices of Fit of the Measurement Models.
Scale |
SRW (β) |
X2/df |
RMR |
GFI |
AGFI |
CFI |
RMSEA |
TM Strategies->Customer
Satisfaction |
0.87*** |
1.941 |
0.042 |
0.914 |
0.900 |
0.921 |
0.04 |
TM Strategies-> KM |
0.95*** |
3.458 |
0.048 |
0.923 |
0.911 |
0.978 |
0.89 |
KM->Customer Satisfaction |
0.93*** |
2.972 |
0.043 |
0.968 |
0.924 |
0.956 |
0.73 |
Note: RMR= root mean squared error;
GFI = goodness of fit index; AGFI = adjusted goodness of fit index; CFI =
comparative fit index; RMSEA = root mean square error of approximation.
***P<0.001.
Source: Developed by the author based on statistical results.
In the second phase, structural
modelling (AMOS 20), as recommended by Anderson and Gerbing (1988), was carried
out. In the present study, the relationship among talent management strategies,
knowledge management, and customer satisfaction was assessed.
Testing the first three hypotheses was necessary to
prove mediation: 1) the independent variable (TMS) should significantly predict
the dependent variable (customer satisfaction), 2) the independent variable
(TMS) should significantly affect the mediator (KM), and 3) the mediating
variable (KM) should significantly affect the dependent variable (customer
satisfaction). First, we tested the direct structural effect from talent
management strategies to customer satisfaction (SRW=0.87, p ≤0.001).
Secondly, we tested the direct
structural effect from talent management strategies to knowledge management
(SRW=0.95, p ≤0.001). Lastly, we tested the direct structural effect from
knowledge management to customer satisfaction (SRW=0.93, p ≤0.001). Based on
the data shown in Table 4, all three relations and their goodness of fit were
appropriate, which leads us to accept our first three hypotheses, H1, H2 and
H3, as well as to satisfy the three conditions of mediation.
Table 4: Result
of Model Comparison.
Model |
χ 2 |
df |
∆χ2 |
RMSEA |
CFI |
∆CFI |
Model 1 (no meditation) |
875.328 |
391 |
- |
0.71 |
0.942 |
- |
Model 2 (partial meditation) |
812.768 |
390 |
7.345*** (Model 2 & 3) |
0.063 |
0.911 |
0.2 |
Model 3 (full meditation) |
699.528 |
387 |
213*** (Model 1 & 3) |
0.67 |
0.912 |
0.5 |
Note. df = degree of freedom; RMSEA
= root mean square error of approximation; NFI = normal fit index; CFI =
comparative fit index.
***P<0.001.
Source: Developed by the author based on statistical results.
To assess the mediating role of
knowledge management in the relationship between talent management strategies
and customer satisfaction, a sequence of mediation tests given by Kelloway
(1998) was employed by comparing three models (no mediation, partial mediation,
and full mediation) and testing the significance of ∆χ2.
Differences between the models were
assessed through both the chi-square difference test and the change in the CFI
values (ARNOLD, et al., 2007). The first model (no mediation) traced the impact
of the independent variable (TMS) and the mediating variable (KM) on the
dependent variable (CS), with no path from (TMS) to (KM).
The second model traced partial
mediation by knowledge management. This model adds three paths that link TMS to
CS to estimate the proportion of the direct effect of TM both directly and
indirectly through KM. Introduction of the third model made the direct
relationship between TMS and CS insignificant, hinting at full mediation. So,
the third model (full mediation) traced the indirect impact of TMS on CS
through KM as the mediator (Sobal test=2.596, p≤0.001).
Table 4 shows that the fully
mediated model provided a better fit to the data than the partially mediated
model (∆χ2 = 7.345, p ≤0.1; ∆CFI= 0.2) or the non-mediated model (∆χ2= 213, p
≤0.1; ∆CFI= 0.5). In other words, the findings revealed strong support for the
mediating role of knowledge management between talent management strategies and
customer satisfaction. Therefore, Hypothesis 4 is accepted and the final model
appears in Figure 2.
Figure2: Final
Model with significant pathways of focal variables
***P ≤ 0.1
Source: Developed by the author based on statistical results.
7. DISCUSSION AND CONCLUSION
The major results of the present
study revealed significant and positive effect of talent management strategies
on both knowledge management (the mediator variable) and customer satisfaction
(the dependent variable). Also, they revealed that knowledge management has a
direct and positive effect on customer satisfaction as well as playing a
mediating role in the relationship between talent management strategies and
customer satisfaction.
This finding can be explained by the
strongest workers’ perceptions about the implementation of talent management
strategies, knowledge management practices, and awareness of the importance of
satisfying customers in a sensitive and supported banking sector of Jordan.
This implies that the strategic role
of aligning business strategies with the strategic human resource pool that
emerged in detecting the talented workers have been clearly understood by
strategic leaders, who are equipping their organizations with strategic
vigilance and agility (IRTAIMEH, 2017). We believe that implementing knowledge
management processes (discovery, acquisition, sharing, and application) will
certainly help organizations as a whole to diagnose their requirements and the
talent shortfalls relevant to meeting their objectives.
Further, it can be inferred from the
results that acquiring knowledge increases employees’ capabilities to discover
and identify significant resources and opportunities, for the purpose of growth
and diversification of the organization’s services as well as to remain
competitive (NGUYEN; NECK, 2009).
Of course, the talent attraction process
has always been used in organizations to promote effective and efficient
organizational performance and to enhance their competitive position. Knowledge
integration, utilization, and application have likewise been used effectively
to increase talented workers’ knowledge, solve problems, and maintain
competitive advantage.
Additionally, organizations create
and discover ways to enhance their talents and capabilities; besides this, most
organizations take precautions to protect their tacit knowledge that resides in
the minds of talented employees.
According to scholars and
practitioners, organizations invest in their knowledge management because they
can generate innovative ideas and thoughts from both internal and external
knowledge, which makes them more innovative and creates a solid foundation of
talented workers. Consequently, it is important to understand that while
knowledge management is a part of any individual (knowledge, skills, and
experience), its execution depends on the knowledge culture of the organization
(MOLINA-MORALES et al., 2011).
This culture would ideally help
individuals become more innovative by developing ideas, products, and processes
and by creating new market opportunities. Moreover, through knowledge
management processes and capability enhancement organizations develop skills by
acquiring, moving, distributing, and implementing accumulated knowledge, thus
increasing the variety of the organization’s memory (AKRAM, et al., 2011).
In this sense, knowledge management
functions as a coordinator for the explicit and tacit knowledge distributed in
the organization. The strategic importance of talent management helps
organizations identify abilities it can improve to gain sustainable competitive
advantage as well as customer satisfaction.
The current study results are
consistent with results of Areiqat, Abdelhadi, and Al-Tarawneh (2012) study and
Iratimeh et al. (2016) that customers' satisfaction is affected by talent
management strategies. Moreover, it comes consistent with Nafei (2015a) and
(2015b) while it comes contrary to the study of Rácz, Bencsik, Bognár, and
Stifter (2014) who covered no relationships exist between talent management and
knowledge management and their effects on business performance through
enhancing customers' satisfaction.
Ultimately, implementing talent
management strategies depends mainly on knowledge management processes that
combine to create a sustainable competitive advantage, which in turn increases
customer satisfaction by demonstrating their commitment to the organization and
their loyalty to its services. Above all, talented workers need to be trained
and developed, thus improving their capabilities, knowledge, and attitudes and
creating a triangle of talent: skills, knowledge and attitudes (AL-AZZAM;
IRTAIMEH; KHADDAM, 2017).
Therefore, the authors recommend
future in-depth research on the effect of talent management
on organization performance, by considering certain indicators of growth and
development such as growth strategies.
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