The Influence of Talent Management on Work Engagement and Organizational Commitment “A Case Study of Japanese Organizations in Thailand”
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Abstract
This study on talent management in Japanese organizations in Thailand aims to investigate the influences of talent management on work engagement and organizational commitment. A mixed-methods research design was employed, comprising an exploratory sequential approach by beginning with in-depth interviews with seven executives from three Japanese organizations, followed by a survey of 51 employees identified as Talent. Data were analyzed using descriptive statistics and PLS-SEM. The qualitative findings revealed that Japanese organizations manage talent through an integrated four-component system: holistic recruitment, training based on the 70:20:10 model, motivation through job crafting, and potential-focused compensation management. Work engagement emerged from perceived job significance, leadership roles, a “Reaching Out” culture, and a results-oriented orientation. The survey results indicated that talent management (x̄ = 3.70), work engagement (x̄ = 3.91), and organizational commitment (x̄ = 3.66) were at high levels. Structural equation modeling confirmed significant positive relationships with talent management directly influencing work engagement, the path coefficient is 0.673, and R2 is 45.30 percent; the organizational commitment path coefficient is 0.397, and R2 is 60.60 percent, as well as exerting indirect effects, with the path coefficient being 0.453 with a statistically significant p < 0.01. The study concludes that successful talent management lies in creating equilibrium between standardized systems and organizational culture, emphasizing job value creation over monetary competition.
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