This can show that there is a positive and significant influence from talent management with employee engagement in an organization. Through the 5 steps of the talent management process, this will increase employee loyalty to contribute business to success and improve employee engagement (Ghosh, 2019).
BUREAUCRATIC MEDDLING
The growth of public sectors meant that more integration was needed to produce and exchange which caused less opportunity to communicate between employees layer by layer. Therefore, organizations adopted ICT to make bureaucracies more efficient and effective in the public sector. Therefore, office automation software, database management system and automated decision support system can help reduce miscommunication between employees and top management layer by layer by incorporating the ICT system multiple levels of control. of the bureaucratic process (Anronio Cordella, 2015).
INEFFECTIVE OF PERFORMANCE MANAGEMENT SYSTEM (PMS)
It can be illustrated that the top management had the right to make and ignore the key performance indicator (KPI) based on political consideration, therefore the employees feel unfair because they have no opportunity to correct the points and it will never be shown to them. from top management (Aemi Isa, Talent Management Practices and Employee Engagement: A Study in Malaysian GLCs, 2014). For example, most of the non-executives from the operating department at TMC, which was a publicly listed company on the Main Stock Market of Malaysia in Bursa, Berhad felt wronged and stated that there were political games in the workplace causing small differences in the evaluation results in the evaluation of the performance of the given employees. from senior management. Thus, the change in evaluation points even by 0.1% has caused a decrease in employee performance evaluation and a decrease in employee engagement, affecting employee motivation and career prospects or bonuses.
Moreover, it was also illustrated by one of the managers at GLC Malaysia that he felt unfair and stated that his own performance of the KPI was very good, so he helped other regions to achieve their KPI, but when the performance evaluation was conducted, informed the other region that they had done a better performance assessment than him. It can be deduced that KPI is not linked to bonus (Noor Raudhiah Abu Bakar, 2016). Compare to the Malaysian Multinational Corporation (MNC), which had experienced the same problems, including amid protests from employees who had received a uniformed salary increase that depended only on company performance and not on individual performance, some employees who had received a Yearly Incentive Plan (YIP) bonus payment higher than the company average, but did not score as well in their final assessment and therefore received an average increase.
Finally, the HR department of the organization introduced a Balance Scorecard to evaluate all levels from non-executive to top management using Key Performance Indicators (KPIs) through a mid-term performance review to avoid unequal distribution of rewards in MNCs (Raemah Abdullag Hashim, 2015).
TALENT RETENTION
Compared to Clif, Bar and Company in California had the most success, achieving a 97% retention rate. The founder of Gary Erickson developed an employee stock option program (ESOP) which was to build a culture of ownership to invest the employees in the success of business with provided bonus as sustainable benefit for employees and more in line with the company 's core values. Clif company will help talented employees to create personalized growth and development plan so that they will live with values in their careers as well as rewarded employees when they reach their target and in line with company values.
As a result, Clif Bar and Company emphasized on employee compensation and development as a retention strategy to reduce the rate of talent loss (Murphy, 2020).
TALENT SHORTAGE
As in GLCs in Malaysia, the problem of lack of talented employees was the biggest problems experienced electrical and electronic engineers encountered in the industry. Penang's Chief Minister, Lim Guan Eng, stated that this problem caused the loss of US$3 billion worth of foreign investment because it could not "commit" to having 1,000 engineers, thus hampering the economic situation in Malaysia. According to National Instruments Malaysia managing director, Rajesh Purushothaman, stated that it is more difficult to find and hire the high caliber of engineering talent in the public sector and private sector in Malaysia to grow business.
He also stated that the technical talent fresh out of local universities required a lack of skills, knowledge level and standards of national instruments (Sharmila, 2016). Compared to India's IT sector, many IT companies in India, such as Infosys, faced a lack of high-quality talented workforce, with an estimated shortage of 500,000 IT professionals. The position that requires a shortage of talent such as web design technology, web development skills and talented middle managers in the IT sector.
Therefore, the company provided training and development programs, simulation techniques and opened the world's largest training center for the new employees to reduce the issue of talent shortage in this sector.
SOLUTION TOWARDS ISSUES
MAX WEBER THEORY
Malaysians are losing skilled talented workers as some graduates preferred to work abroad (Aemi Isa, Talent Management Practices and Employee Engagement: A study in Malaysian GLCs, 2014). So every employee is treated equally, distribution power and work responsibilities are clearly divided, which can prevent top management from gaining power over employees in the organization by using Max Weber theory (M, 2019). It is an administration system for achieving objectives efficiently through established rules, regulations and procedures that are organized hierarchically (Hashi, 2015).
There are several characteristics of bureaucracy that include hierarchical management structure and impersonal environment from the theory recommended to overcome bureaucracy interference in GLC. This means that power, authority, responsibilities, and job duties are distributed and clearly defined for each position within the hierarchy to prevent abuse of bureaucratic power and authority and internal political strife in organizations that can undermine organizational effectiveness. This shows that managerial decisions with any workforce must be rational and independent so that there is no preferential and favorable treatment of employees.
As a result, top management can make the decision rational and help keep the working relationship between friends, other departments or other organizations impersonal (Bureaucratic Theory (Max Weber), 2019).
FAIRNESS OF PERFORMANCE APPRAISAL SYSTEM (PAS)
It can illustrate that the fairness of PAS will be effective for employees, helping organizations gain more benefits with a positive attitude and motivating employees to improve their performance in the eyes of employees. When an organization implements unfairness and inefficient PAS on talented employees, it can affect employee behavior and loyalty, reduce employee commitment to contributing to organizational goals, increase employee turnover, and affect the relationship between employees and managers ( Prather, 2010). Furthermore, PAS fairness had three different interrelated categories, including interpersonal fairness, procedural fairness, and outcome fairness.
This factor is focused on employees' perception of employee-manager relationship, basis of perceived manager effectiveness, employee's gender and age. Next, the second category is procedural fairness, can be expanded as the fairness of evaluation procedure used to determine the ratings. Procedural fairness emphasizes clear expectations and goals given to the employee and the frequency and quality of performance feedback from employee's manager to evaluate employee performance.
In this factor, employers should perceive the result on a fair basis, which focuses on receiving the result from an employee, such as the employee's performance evaluation in accordance with aspects of fair wages and rewards that the employee should receive.
MASLOW HIERARCHY OF NEEDS
The faster development of technology brought about the change of the skills required for jobs and many employers are finding it difficult to recruit the right talent that the organization needed due to talent shortage affecting many industries across the globe in the digital age. As talent shortage continues, GLCs Malaysia are advised to use the 4Bs model to acquire the right talent and stay on the job to minimize the problem of talent shortage. By using this model, this will ensure that GLCs can recruit the specialist talent so that the business will not be adversely affected by talent shortages.
There are four key parts in the 4Bs Model that Malaysian GLCs need to develop an effective talent strategy that includes build, buy, borrow and leverage. Investing in employees can encourage innovative ideas, creativity among employees, boost the talent pipeline and ensure that employee skills are needed at the right time. In the second part, if the GLC organizations cannot be built within the required time frame for the existing employees, so the company has to place other more talented people who have the right skills from the labor market to fill the necessary gap. of skills.
The final pillar is helping people move on and move into new roles, either inside or outside the organization.
SUGGESTION & CONCLUSION
- SUGGESTION BY SWOT ANALYSIS
- LIMITATION OF CASE STUDY
- RECOMMENDATION FOR FUTURE CASE STUDY
- CONCLUSION
First, the researcher was unable to identify and recognize which company was facing the talent management issue that affected employee engagement among GLCs. Moreover, the future of the case study could explore whether demographic aspects such as age group, race, and employee level were significantly different in the perception of talent management in employee engagement. Therefore, talent management of an organization is crucial to manage well and improve employee engagement, which leads to better employee and organizational performance.
This study found that effective talent management practices have a positive relationship with employee engagement. In addition, talent management has a key impact on employee engagement, which will directly impact employee and organizational performance. Talent Management Practices, Perceived Organizational Support and Employee Retention: Evidence from Malaysian Government Related Firms.
Retrieved from HR Technologist: https://www.hrtechnologist.com/articles/performance- management-hcm/what-is-talent-management/. Linking Talent Management Practices to Employee Engagement and Retention: A Case of Malaysian Information and Technology (IT) Organizations in Selagor. A study on "Talent management as a strategy to influence employee engagement and its influence on the organizational outcome".
