Causal Model of Talent Utilization, Engagement and Performance among Employees in the Seafood Processing Industry
Main Article Content
Abstract
The seafood processing industry in Thailand is facing a significant transition to industry 4.0. Therefore, the need exists to develop a causal model of talent utilization, engagement and performance and its effect on engagement and performance among employees. A sample of 360 talented persons working with the leading seafood processing industry in Southern Thailand were selected through purposive sampling technique. Data were collected Likert questionnaires with reliability of 0.57-0.91 and analyzed using structural equation modeling (SEM.) The results of this research showed that the proposed model was fit with the empirical data, c2 = 191.21, p= .00, c2/ df= 2.690, RMSEA= .069, SRMR= .054, GFI = .93, CFI= .98, NFI= .97. The findings also indicated that causal factors had direct effects on performance including engagement and characteristics of talent (β= 68, t= 7.98) and (β= .32, t= 5.08). Moreover, the characteristics of talent and talent utilization had direct effects on engagement (β= .56, t= 10.14) and (β= .34, t= 6.86). The findings also illustrated that the characteristics of talent and talent utilization had indirect effects on performance (β= .38, t= 6.48) and (β= .23, t= 5.24). All factors could predict performance and engagement with variance of .81% and .55 %. In practical terms, the results could be used by this industrial sector as a framework to improve performance. In addition to creating certain characteristics of talent, and utilizing this talent related with the context. Organizations could also build employee engagement levels through strong strategies, which lead to higher performance.
Downloads
Article Details
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
References
Aina, A., & Atan, T. (2020). The Impact of Implementing Talent Management Practices on Sustainable Organizational Performance. Sustrainability, 12, Article ID 8372; https://doi.org/10.3390/su12208372
Ariussanto, K. A. P., Tarigan, Z. J. H., Sitepu, R. Br., & Singh, S. K. (2020). Leadership Style, Employee Engagement and Work Environment to Employee Performance in Manufacturing Companies [Conference session]. The 1st International Conference on Social Sciences and Humanities (ICSH 2019) October 3-5, 2019, Petra Christian University Surabaya, Indonesia. https://doi.org/10.1051/shsconf/20207601020
Armstrong, M., & Baron, A. (2002). Strategic HRM: The key to improve business Performance. The Cromwell Press.
Asian Development Bank. (2021). Reaping the benefits of industry 4.0 through skills development in Vietnam. https://www.adb.org/sites/default/files/publication/671921/benefits-industry-skills-development-viet-nam.pdf
Aulbur, W., CJ, A., & Bigghe, R. (2016). WHITEPAPER: Skill Development for Industry 4.0. http://www.globalskillsummit.com/Whitepaper-Summary.pdf
Babcock-Roberson, M. E., & Strickland, O. L. (2010). The relationship between charismatic leadership, work engagement, and organizational citizenship behaviors. The Journal of Psychology, 144(3), 313–326. https://doi.org/10.1080/00223981003648336
Bakker, A. B., & Demerouti, E. (2007). The Job Demands-Resources model: state of the art. Journal of Managerial Psychology, 22(3), 309–328. https://doi.org/10.1108/02683940710733115
Board of Investment. (2019). Feeding the world through innovation. https://www.boi.go.th/upload/content/TIR_SEPT2019.pdf
Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work Engagement: A Quantitative Review and Test of Its Relations with Task and Contextual Performance. Personnel Psychology, 64(1), 89–136. https://doi.org/10.1111/j.1744-6570.2010.01203.x
Chunthasiri, Y. (2020). Characteristics of talent and talent utilization effect on employee engagement and performance in the seafood processing industry in southern Thailand: mixed methods research [Doctoral dissertation]. Srinakharinwirot University. http://ir-ithesis.swu.ac.th/dspace/handle/123456789/21/browse?type=subject&order=ASC&rpp=20&value=Talent
Collings, D. G., & Mellahi, K. (2009). Strategic Talent Management: A Review and Research Agenda. Human Resource Management Review, 19(4), 304–313. https://doi.org/10.1016/j.hrmr.2009.04.001
Cook, S. (2008). The Essential Guide to Employee Engagement: Better Business Performance through Staff Satisfaction. Kogan Page Limited.
Demerouti, E., & Cropanzano, R. (2010). From thought to Action: Employee Work Engagement and Job Performance. In A. B. Bakker and M. P. Leiter (Eds.), Work Engagement: A Handbook of Essential Theory and Research (pp. 147-163). Psychology Press.
Deloitte. (2018). Preparing tomorrow’s workforce for the Fourth Industrial Revolution. https://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-preparing-tomorrow-workforce-for-4IR.pdf
Department of Industrial Promotion. (2016). The Achievement in implementation of the Government Policy and Industrial Strategy Fiscal Year 2016. https://www.industry.go.th/web-upload/1xff0d34e409a13ef56eea54c52a291126/m_magazine/12668/375/file_download/ff2fb839a8919284a7e5f59ae5dbaa93.pdf
Eketu, A. C. (2015). Talent Management and Sustainable Enterprise Resilience among Travel Agencies in Port Harcourt. The International Journal of Business & Management, 3(8), 268-275. http://www.internationaljournalcorner.com/index.php/theijbm/article/view/137849/96756
Fadhila, D., Aitouche, S., & Aksa, K. (2020). Analysis of Human Skills in Industry 4.0. The Twelfth International Conference on Information, Process and Knowledge Management (pp. 24-29). https://www.semanticscholar.org/paper/Analysis-of-Human-Skills-in-Industry-4.0-Djouggane-Aitouche/8be4131e1a42decf62c1f965a42023f2f85de8c5
Farndate, E., Scullion, H., & Sparrow, P. (2010). The role of the corporate HR function in global talent- management. Journal of World Business, 45(2), 161-168. https://isiarticles.com/bundles/Article/pre/pdf/1691.pdf
Federation of Thai Industry. (2017). Yutthasāt kānphatthanā ʻutsāhakam Thai 4.0 raya yīsip pī (Phō̜.Sō̜. sō̜ngphanhārō̜ihoksip - 2579) [Industrial development strategy 4.0 Thailand 20 –year]. https://waa.inter.nstda.or.th/stks/pub/2017/20171114-oie.pdf
Gallardo-Gallardo, E., Dries, N., & Gonzalez-Cruz, T. F. (2013). What is the meaning of ‘talent’ in the world of work? Human Resource Management Review, 23(1), 290-300. https://doi.org/10.1016/j.hrmr.2013.05.002
Garavan, T.N., Carbery, R., & Rock, A. (2012). Maping talent development: definition, scope and architecture. European Journal of Training and Development, 36(1), 5-24.
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 2(87), 268-278. https://doi.org/10.1037/0021-9010.87.2.268
Haskel, J., & Pereira, S. (2003). Skills and productivity in the UK using matched establishment and worker data. https://www.researchgate.net/publication/4892555_Skills_and_productivity_in_the_UK_using_matched_establishment_and_worker_data
Hecklau, F., Galeitzke, M., Bourgeois, S., & Kohl, H. (2016). Holistic Approach for Human Resource Management in Industry 4.0. Procedia CIRP, 54, 1-6. https://doi.org/10.1016/j.procir.2016.05.102
Hicks, B., Carter, A., & Sinclair, A. (2013). Impact of coaching on employee well-being, engagement and job satisfaction research summary. https://www.employment-studies.co.uk/system/files/resources/files/hrp8.pdf
Hu, L.-t., & Bentler, P. M. (1999). Cut off criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Modeling, 6(1), 1–55. https://doi.org/10.1080/10705519909540118
Jiang, K., Lepak. D., Hu, J., & Baer, J. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55, 855-878. https://www.academia.edu/2370757/How_does_human_resource_management_influence_organizational_outcomes_a_meta-analytic_investigation_of_mediating_mechanisms
Karatepe, O. M. (2013). High-performance work practices and hotel employee performance: The mediation of work engagement. International Journal of Hospitality Management, 32, 132-140. https://doi: 10.1016/j.ijhm.2012.05.003
Kaur, R. (2013). Empirical Study of Talent Management Program and Its Impact on the Employee’s Retainment and Performance in Indian Supermarket Big Bazaar. Human Resource Management Research, 3(3), 61-70. http://article.sapub.org/10.5923.j.hrmr.20130303.01.html
Kline, R. B. (2005). Principles and Practices of Structural Equation Modeling (2rd ed.). Guilford Press.
Maisiri, W., Darwish, H., & Dyk, V. L. (2019). An Investigation of Industry 4.0 Skills Requirements. South African Journal of Industrial Engineering, 30(3), 90-105. https://doi.org/10.7166/30-3-2230
Marrelli, A. F. (2011). Employee engagement and performance management in the federal sector. Performance Improvement, 50(5), 5-13. https://doi.org/10.1002/pfi.20216
Markey, R. (2016). The Impact of Employee Engagement on Performance. Harvard Business Review and Analytic Services. https://hbr.org/sponsored/2016/04/the-impact-of-employee-engagement-on-performance
Noelle, K. N., Barbara, O. L., & John, W. J. Z. (2004). Strategic Talent Management: Assessment as a Foundation Next Generation Strategies in The Ongoing Talent War. https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.575.5693&rep=rep1&type=pdf
Office of the Education Council. (2010). Kānsưksā khwāmtō̜ngkān kamlang khon phư̄a wāngphǣnkān phalit læ phatthanā kamlang khon khō̜ng prathēt [Study of manpower requirements for production planning and manpower development of the country] (Research report). http://www.onec.go.th/index.php/book/BookView/861
O’Donnel, M., & O’Brien, J. (2000). Performance - Based Pay in the Australian Public Service: Employee Perspectives. Review of Public Personnel Administration, 20(2), 20-34. https://doi.org/10.1177/0734371X0002000203
Onoparatvibool, P., & Tripetch, N. (2014). Rǣngngān Thai ʻōkāt rư̄ khō̜čhamkat nai kānphatthanā ʻutsāhakam khō̜ng prathēt nai kānphatthanā khon phư̄a kānphatthanā prathēt Thai [Thai labors, opportunities or limitations in the country's industrial development for development of individual and country]. https://www.nesdc.go.th/ewt_w3c/ewt_dl_link.php?nid=4856
Opatha, H. H. D. N. P. (2015). Organizational Behavior: The Human Side of Work. University of SriJayewardenapura. https://www.researchgate.net/publication/285507693_Organizational_Behaviour_The_Human_Side_of_Work
Passmore, D. L. & Bakker, R. M. (2005). Sampling Strategies and Power Analysis. In R. A. Swanson & E. F. Holtonlll (Eds.). Research in organization: Foundations and Methods of Inquiry (pp. 45-56). Barrrett-Koehler Publisher Inc.
Patro, S. C. (2013, December 13-14). The Impact of Employee Engagement on Organization's Productivity [Conference session]. 2nd International Conference on Managing Human Resources at the Workplace, Mysore, Karnataka, India. https://www.researchgate.net/publication/281967834
Pholphirul, P., & Rukumnuaykit, P. (2017). Thun manut kap phalit phāp rǣngngān nai ʻutsāhakam Thai [Research report on human capital and labor productivity in Thai industries] (Research report). http://www.arcmthailand.com/documents/documentcenter/30759.pdf
Phra Brahmagunabhorn (P.A. Payutto). (2010). Buddhism & The Business World: The Buddhist way to deal with business. Chandrpen Publishing House.
Ramsay, C. S., & Finney, M. I. (2006). Employee Engagement at Intuit. Intuit Inc.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600-619. https://doi.org/10.1108/02683940610690169
Sarangi, S., & Vats, A. (2015). Role of Emotional Intelligence on Employee Engagement: A Study among Indian Professionals International. Journal of Business Management, 10(6), 224-233. https://doi.org/10.5539/ijbm.v10n6p224
Schmidt, F. L., & Hunter, J. E. (1998). The Validity and Utility of Selection Methods in Personnel Psychology: Practical and Theoretical Implications of 85 Years of Research Findings. Psychological Bulletin, 124(2), 262-274. https://doi.org/10.1037/0033-2909.124.2.262
Scottish Government Social Research. (2008). Skills Utilization Literature Review. Education Analytical Services, Life Long Learning Research, Scottish Government. https://dera.ioe.ac.uk/9416/1/0075479.pdf
Sekiguchi, T. (2004). Person-organization fit and person-job fit in employee selection: A review of the literature. Osaka Kaidai Ronshu, 54(6), 179-194. https://www.i-repository.net/il/user_contents/02/G0000031Repository/repository/keidaironshu_054_006_179-196.pdf
SHRM Foundation. (2012). Employee Engagement: Your Competitive Advantage. https://www.shrm.org/resourcesandtools/business-solutions/documents/engagement%20briefing-final.pdf
Singh, S., Darwish, T. K., Costa, A. C., & Anderson, N. (2012). Measuring HRM and Organizational Performance, Concepts, Issues, and Framework. Management Decision, 50(4), 651-667. https://doi.org/10.1108/00251741211220282
Silzer, R., & Church, A. H. (2010). Identifying and assessing high-potential talent: Current organizational practices. https://www.researchgate.net/publication/291820154_Identifying_and_assessing_high-potential_talent_Current_organizational_practices
SMEs Promotion. (2015). Sasawa rap mō̜p nayōbāi songsœ̄m SMEs phrō̜m dœ̄nnā ngān pī sō̜ngphan hārō̜ihāsipkāo. [Office of SMEs Promotion receive the policy to promote SMEs, ready to move forward in 2016]. https://www.smethai
landclub.com/news-5163-id.html
Sorat, T. (2016). ʻUtsāhakam 4.0: Kān patiwat ʻutsāhakam mai hǣng ʻanākhot [Industry 4.0: The new industrial revolution in the future]. http://www.tanitsorat.com/v2/showcontent.php?id=1071
Stoker, J. I. (2008). Effects of team tenure and leadership in self-managing teams. Personnel Review, 37(5), 564– 582. https://www.emerald.com/insight/content/doi/10.1108/00483480810891682/full/html
Tasley, C. (2011). What do we mean by the term “talent’’ in talent management?. https://www.emerald.com/insight/content/doi/10.1108/00197851111145853/full/html
Tansley, C. (2011). What do we mean by the term “talent” in talent management? Industrial and Commercial Training, 43(5), 266-274. https://doi.org/10.1108/00197851111145853
Tran, Q. (2018). Employee Engagement How does the organization increase engagement? – From the viewpoint of HR representatives in Finland [Master’s thesis]. Abo Akademi University. https://core.ac.uk/download/pdf/153495565.pdf
Intarakamhang, U., & Kijthonthum, W. (2018). The development model of the performance management system being implemented in government agencies. International Journal Public Sector Performance Management, 4(2), 214-230. https://doi.org/10.1504/IJPSPM.2018.090743
Vance, R. J. (2006). Employee engagement and commitment. SHRM. https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/Documents/Employee-Engagement-Commitment.pdf
Vloeberghs, D., Pepermans, R., & Perkisas, B. (2003). High potential identification policies: An empirical study among Belgian companies. The Journal of Management Development, 22(8), 660–678. https://doi.org/10.1108/02621710510600991
Yende, P. N. (2010). The Key Global Mindset Factors Affecting Competitiveness and Performance of South African Soft Drinks Companies [Master’s thesis]. Gordon Institute of Business Science, University of Pretoria. https://www.repository.up.ac.za/handle/2263/26576