




































175 

 Volume 1. Issue 2. July 2019 

ISSN 2603-5324 

http://faba.bg 

 

The Effect of Talent Management on Job Satisfaction in Lebanese Universities-

Nabatieh  

 

Ghadeer Jaffal, Malak Aoun, Abbas Issa 

 

School of Business, Lebanese International University, Lebanon  

 

Info Articles 

________________ 
History Articles: 

Submited 12 March 2019 

Revised 30 April 2019 

Accepted 1 July 2019 

________________ 
Keywords: 

Talent Management; Job 

Satisfaction 

Abstract
 

___________________________________________________________________ 

Talent management is the key operational system of a company. It is related to human 

resource planning that improves workers ' effective performance. Efforts have been 

created to attract, develop, encourage and retain workers to make them part of talent 

management and strategic planning. Talent management contributes to better work 

results and employee satisfaction rather than recruitment, reinforcement and evaluation 

of aptitude. The aim of the research is to assess the effect of talent management in 

Lebanese universities in South Lebanon on job satisfaction. A study was conducted 

among three universities in South Lebanon using a quantitative method. A sample of 

217 employees was designated and primary data was randomly collected using two 

techniques, mainly online and self-administered questionnaires. Only 105 complete 

questionnaires were returned and results were analyzed using SPSS software. Through 

Pearson correlation and regression analysis tools, research hypotheses were confirmed. 

The findings indicated that talent management generally has a significant and positive 

impact on job satisfaction. The limitations of this study include a narrow geographical 

area and a restricted sample size. Future studies are advised to empirically extend 

research and to study a variety of efficient methods for talent management. 
 Address Correspondence:  

   E-mail: malak.aoun@liu.edu.lb 
 

  



 

Ghadeer Jaffal et al. / Finance, Accounting and Business Analysis 1 (2) (2019) 

176 

INTRODUCTION 

 

To win the war for talent, companies 

must raise Talent Management to a burning 

corporate priority (Chambers et al., 1998). But 

first of all, what does talented employees means? 

Stahl et al. (2007) reported that 

talented workers are a group of employees who 

are at the peak in aspects of their capacity and 

performance and are therefore regarded as 

prospective leaders either now or in the future. 

Competitive enterprises must adjust to 

technologies in many areas to sustain and 

maintain their growth in a continuously shifting 

modern company environment. Talent 

management, which has grown gradually over 

latest years, can be used along with other 

methods such as job planning, career 

development, and coaching in order to find 

talented employees. It can offer a significant and 

profitable competitive benefit, generating 

operational and functional benefits for 

companies (Al-Ariss et al., 2014). The word 

talent, which is frequently used, can be described 

academically as defining an individual's ability 

to provide innovative solutions, promote other 

people, and facilitate achievement even in time 

limits. Talents have gained strategic significance 

and importance for organizations throughout the 

21st century. 

The increase in the satisfaction and 

loyalty of companies and their workers leads 

to a significant value and benefit. Talent 

management may generally be stated that it 

is one of the efficient factors in job satisfaction 

which can be used to improve the recruitment 

process and to apply highly skilled and capable 

people to the organization of the process. Job 

satisfaction is therefore a concept that is difficult 

to identify and to classify. In the 1920s the idea 

was used mainly. It was also recognized in the 

1930s and 1940s that the attitudes of employees 

to their jobs impacted the value of their work. 

The significance of satisfying their employees 

were increased (Çabukel 2008). The employee 

satisfaction idea can be described in aspects of 

the satisfaction level and is reflected in the 

employees ' favorable attitudes towards jobs. 

The extent to which employees’ requirements is 

encountered with material and spiritual 

advantages are also significant variable in 

employee satisfaction (Erken, 2013). Employees 

also identify job satisfaction and employee 

satisfaction with their work and work settings 

(Pekdemir et al., 2006). According to Çabukel 

(2008), satisfaction defines how personal needs 

and organizational requirements are 

harmonized. In other terms, employee 

satisfaction is developed to the extent that 

workers' material and emotional requirements 

are upgraded. 

Consequently, this research studies the 

effect of talent management on employees’ job 

satisfaction empirically through conducting a 

survey among employees of the Lebanese 

universities in Nabatieh.  

 

Research Hypothesis 

H1: there is a positive and significant effect of 

talent management on job satisfaction. 

H2: there is a positive and significant effect of 

motivating outstanding performance on job 

satisfaction. 

H3: there is a positive and significant effect of 

training and development on job satisfaction. 

H4: there is a positive and significant effect of 

job enrichment on job satisfaction.  

 

LITERATURE REVIEW  

DEFINITION OF TALENT 

MANAGEMENT 

As described by the Society of Human 

Resources Management talent management is 

the execution of incorporated strategies or 

systems intended to boost productivity in the 

workplace by creating enhanced procedures to 

attract, develop, retain and utilize individuals 

with the necessary skills and abilities to convene 

existing and future company requirements 

(Hejase, et al., 2016).  

According to Vinod, et al. (2014), the 

theory of talent management was formally born 

in 1997 when McKinsey ordered studies on the 

global War for Talent (war for talent), which 

investigated processes for the US businesses to 

hire the finest employees. The above study 



 

Ghadeer Jaffal et al. / Finance, Accounting and Business Analysis 1 (2) (2019) 

177 

showed that organizations, in the framework of 

a favorable economy, compete for skilled 

individuals aggressively, and that a key element 

in leader’s profound faith that hiring the best 

skilled employees is a competitive advantage. 

Managing effective talent and adopting 

strategies for talent management is considered a 

challenge. Furthermore, Lawler (2010) informed 

that companies in a broad range of businesses 

are rapidly realizing that employees can be their 

main cause of competitive advantage. But 

directors cannot just state that employees are 

valuable, or to highlight problems on their to-do-

list mind.  

The United Nations Development 

Program, defined talent management as “an 

organizational capacity to identify the right 

person for the right job and at the right time”. 

Collective human resource systems and 

instruments to plan, create, assess and develop 

demand and employees and to match qualified 

employees to the appropriate positions are 

described as talent management systems 

(Hejase, et al., 2016).  

Often interchangeably use terms talent 

management, talent strategy, building 

management, and human resources planning. 

To develop and integrate new employees, 

expand and retain existing employees and attract 

qualified employees to be employed by your 

business, relates to Talent Management. 

Development of strategies, identification of 

talent gaps, planning, recruitment, choosing, 

training, motivation and retention of skilled 

employees through various projects is at the core 

of talent management (Guthridge, Komm, & 

Lawson, 2008). 

Talent management can be described as a 

result in order to make sure that the correct 

person is in the correct position and to guarantee 

consistency of leadership in important roles, 

promote employee progress and to decide to 

handle natural resources production, request and 

talent flows. This talent management process 

includes acknowledging and engaging the main 

fields of talent in the organization, defining the 

individuals who represent the main knowledge 

of the organization and managing development 

operations for the talent pool (Jantan et al., 

2009). 

Baum et al. (2008) assumed that talent 

management is an organizational mentality to 

ensure that t supply of talent is accessible to 

align the correct employees with the correct job 

on the basis of strategic business objectives at the 

correct moment. The talent consists of those 

who, through an instant contribution or in the 

long term, can make a difference in 

organizational performance, showing the best 

potential. Talent management is largely 

recognized as an important variable in the 

development of effective organizations (Davies, 

& Davies, 2010).  

        

Dimensions of Talent Management 

The following approaches have been 

chosen as the most relevant and efficient 

dimensions of talent management based on a 

comprehensive literature review. 

 

Motivating outstanding performance 

Initially the term motivation is imitative 

from the Latin term movere; which it means 

moving. Guay et al. (2010) argued 

that motivation is behind vital behavior. Gouws 

(1995) conveyed that motivation is the inner 

feeling or desire, which intentionally or non-

intentionally leads people to perform the job in 

an excellent way because it is funny and not 

mandatory for what is supposed in their arrival 

period. Motivation of workers is one of the finest 

strategies for the organization to enhance the 

efficient working environment of the company 

and workers. In order to enjoy the way of 

encouraging employee’s motivation is very 

important for leadership. When staff 

understands that their points of view are 

appreciated, they provide the staff with the 

understanding of belonging that can motivate 

them. The motivation always fulfills employees ' 

demands and specifications and repays them by 

hard work and honesty. The organization's 

primary goal is to identify and answer the 

requirements of the most basic technique of all 

organizations in order to attain employees ' 

commitment (Sofat, 2012). 



 

Ghadeer Jaffal et al. / Finance, Accounting and Business Analysis 1 (2) (2019) 

178 

 

Training and development 

Companies that provide their employees 

with training and development programs 

achieve a high degree of employee satisfaction 

and a lower turnover (Wagner, 2000). The 

training and development programs for 

employees bring a great many benefits (Jehanzeb 

& Bashir, 2013). The significance of the training 

program is recognized by many employees who 

in turn try to increase their salaries (Nixon & 

Helms, 2002). Training of employees continues 

to be one of the main drivers of job satisfaction 

(Batool & Batool , 2012). 

 

Job enrichment 

Job enrichment is a leadership idea that 

includes redesigning positions to challenge the 

worker and to reduce the number of repeated 

employment. 

Herzberg (1968) has stated that 

(diminishing) achievements, acknowledgement, 

job itself, responsibilities, development, and 

growth are the most important motivational 

factor employees based on many inquiries. Job 

changes should be made to boost the motivators 

visible for the worker to enhance worker motive 

and productivity.  

 

JOB SATISFACTION 

Definitions 

Job satisfaction is described as the set of 

feelings and views that workers have about their 

present work (Aziri, 2011). Job satisfaction is 

how well you feel about the work. It's the nature 

of your work with respect to your feelings or 

mental state. In other words, job satisfaction 

means to do a job that you love, doing very well, 

making you happy and enthusiastic about the 

job. Each defines job satisfaction as meeting 

one's expectations. It differs between 

individuals and institutions, and even within 

male and female contexts. Simply stated, it 

means job satisfaction when someone is happy 

with his work. 

 

Job satisfaction as a satisfying positive 

emotional condition derived from the 

assessment of one's work or work experiences. 

This outcomes from the view that one's work 

fulfills or enables the satisfaction of the 

significant principles of one's work, offering and 

to the extent that these choices conform to our 

requirements (Locke, 1970). Job satisfaction is 

thus a phenomenon which comes not only of 

work but also of the individual, cultural, 

educational and administrative situation. 

 

 

Figure 1. Research framework 

 

METHODS 

 

The purpose of this research was to 

determine the effect of talent management on 

job satisfaction in Lebanese universities. For this 

purpose, a quantitative methodology was 

employed to test the proposed hypotheses and 

measure these relationships through different 

statistical techniques including SPSS. This study 

was split into three stages (1) preliminary 

consideration, (2) methodology and empirical 

research and (3) data analysis and interpretation. 

The preliminary consideration stage included 

identification of the research purpose, literature 

review, and research framework and hypotheses 

development. The second stage included the 

methodology and empirical research which 

compromised the research design, methods, 

questionnaire, sampling design and statistical 

tools for the data analysis of the study. Then, the 

survey was conducted for data collection within 

the sample of the study. The third stage includes 

data analysis and interpretation.  

 

STUDY LIMITATIONS 

There were some constraints during the 

entire process of preparing the study which 

makes it difficult to complete the project. The 



 

Ghadeer Jaffal et al. / Finance, Accounting and Business Analysis 1 (2) (2019) 

179 

most obvious of this research was the specified 

time span. Because the time allowed for the 

project wasn't enough, in addition to the large 

sample size the complete analysis of the data 

obtained was difficult. The second limitation 

appears in the data collection process, where it is 

confined in Nabatieh area. So the results shown 

do not include all Lebanese universities. Also 

the sample size is limited to 217 employees; 

hence the sample size may not adequately 

represent the whole Lebanese universities. Also 

the information given by the respondents may be 

biased due to various reasons.  

 

RESULTS AND DISCUSSION 

 

Table 1. Demographic data 

 

The universities respondents of the study 

are most of young and Middle Ages. Most of the 

employees have master’s degree in their 

education, which relatively have experienced for 

about 5 years and above. Most of them are from 

academic and part timers.  

 

Table 2. Reliability statistics 

JB  Cronbach's Alpha N of Items 

 

0.777 10 

TM Cronbach's Alpha N of Items 

 

0.784 10 

TOTAL Cronbach's Alpha N of Items 

 

0.859 20 

 



 

Ghadeer Jaffal et al. / Finance, Accounting and Business Analysis 1 (2) (2019) 

180 

Reliability in statistics is the overall 

consistency of a measure. Here, we show the 

results of cronbach’s alpha which it’s good if the 

result is greater than (0.7). The cronbach’s alpha 

of job satisfaction (dependent variable) is 0.777, 

and for talent management (independent 

variable) is 0.784, and for both the dependent 

and independent variable the cronbach’s alpha is 

0.859. The results showed that this study was 

highly reliable. 

 

Table 1. KMO and Bartlett's Test for Talent management 

Kaiser-Meyer-Olkin Measure of Sampling 

Adequacy. 

.606 

Bartlett's 

Test of 

Sphericity 

Approx. Chi-Square 628.373 

df 45 

Sig. .000 

 

Table 2. KMO and Bartlett's Test for Job satisfaction 

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .510 

Bartlett's Test of Sphericity Approx. Chi-Square 547.859 

df 45 

Sig. .000 

 

Similarly, Table 4 shows that (Kaiser-

Meyer-Olkin Measure of Sampling Adequacy) 

of job satisfaction is 0.510 which is greater than 

0.5, this indicates that the factor analysis is 

useful. And the Sig. is nearly 0.001 which is less 

than 0.05, this means it is significant. 

 

Table 3. Total correlation between research variables 

Correlations 

  talent_management Job_Satisfaction 

talent_management Pearson Correlation 1   

Sig. (2-tailed)     

N 105   

Job_Satisfaction Pearson Correlation .614** 1 

Sig. (2-tailed) .000   

N 105 105 

**. Correlation is significant at the 0.01 level (2-tailed). 

 

Table 6 below translates the correlation of 

this test; it shows that all the results are <0.05 

which indicates a significant and positive 

correlation among research variables.  

 

Table 4. Correlation of variables 

 

Motivating_Outstanding_Performance 

Job_Satisfaction Pearson Correlation .580** 



 

Ghadeer Jaffal et al. / Finance, Accounting and Business Analysis 1 (2) (2019) 

181 

Sig. (2-tailed) .000 

N 105 

  Job_Enrichment 

Job_Satisfaction Pearson Correlation .302** 

Sig. (2-tailed) .002 

N 105 

  Training_and_Development 

Job_Satisfaction Pearson Correlation .563** 

Sig. (2-tailed) .000 

N 105 

 

Regression Analysis 

After validating the data and determining 

the correlation among the research variables, 

now it is time to measure the effect of talent 

management on job satisfaction in Lebanese 

universities. Regression analysis results are 

presented in terms of the multiple correlation 

coefficients (R) and the coefficient of multiple 

determinations R2. 

Job enrichment  

For R square=0.3 then there is a medium effect 

of job enrichment on job satisfaction 

For t=13.825 and sig=0.00<0.001, the latent 

variables that are related to job enrichment are 

actually measuring the construct. 

For df=103, sig=0.02<0.05 the hypothesis is 

accepted  

 

Table 5. Job enrichment regression analysis 

ANOVAa 

Model 

Sum of 

Squares df 

Mean 

Square 

R 

Square F Sig. 

1 Regression 2.507 1 2.507 0.316 10.320 .002b 

Residual 25.026 103 .243       

Total 27.533 104         

 

Coefficientsa 

 

Model 

Unstandardized 

Coefficients 

Standardized 

Coefficients 

t Sig. 

 

B 

Std. 

Error Beta 

 1 (Constant) 2.963 .214   13.825 .000 

 Job_Enrichment .205 .064 .302 3.212 .002 

 a. Dependent Variable: Job_Satisfaction 

  

Training and development  

For R square=0.31 then there is a medium effect 

of training and development on job satisfaction 

For t=6.809 and sig=0.00<0.001, the latent 

variables that are related to training and 



 

Ghadeer Jaffal et al. / Finance, Accounting and Business Analysis 1 (2) (2019) 

182 

development are actually measuring the 

construct. 

For df=103, sig=0.00<0.01 the hypothesis is 

accepted  

 

Table 6. Training and development regression analysis 

ANOVAa 

 

Model 

Sum of 

Squares df 

Mean 

Square 

R 

Square F Sig. 

1 Regression 8.726 1 8.726 0.310 47.791 .000b 

Residual 18.807 103 .183       

Total 27.533 104         

 

Coefficientsa 

 

Model 

Unstandardized 

Coefficients 

Standardized 

Coefficients 

t Sig. 

 

B 

Std. 

Error Beta 

 1 (Constant) 1.814 .266   6.809 .000 

 Training_and_Develpment .501 .072 .563 6.913 .000 

  

Motivating outstanding performance  

For R square=0.337 then there is a medium 

effect of motivating outstanding performance on 

job satisfaction 

For t=11.212 and sig=0.00<0.001, the latent 

variables that are related to motivating 

outstanding performance are actually measuring 

the construct. 

For df=103, sig=0.00<0.01 the hypothesis is 

accepted  

 

Table 7. Motivating outstanding performance regression analysis 

ANOVAa 

 

Model 

Sum of 

Square

s df 

Mean 

Square 

R 

Squar

e F Sig. 

1 Regression 9.278 1 9.278 0.337 52.34

9 

.000b 

Residual 1

8.255 

1

03 

.177       

Total 2

7.533 

1

04 

        

 

 



 

Ghadeer Jaffal et al. / Finance, Accounting and Business Analysis 1 (2) (2019) 

183 

Coefficientsa 

Model 

Unstandardize

d Coefficients 

Standardize

d 

Coefficients 

t Sig. 

 

B 

Std. 

Erro

r Beta 

 1 (Constant) 2.227 .199   11.21

2 

.000 

 Motivating_outstanding_performa

nce 

.424 .059 .580 7.235 .000 

  

Talent management  

For R square=0.337 then there is a medium 

effect of talent management on job satisfaction 

For t=5.905 and sig=0.00<0.001, the latent 

variables that are related to talent management 

are actually measuring the construct. 

For df=103, sig=0.00<0.01 the hypothesis is 

accepted  

 

Table 8. Talent management regression analysis  

ANOVAa 

 

Model 

Sum of 

Squares df 

Mean 

Square 

R 

Square F Sig. 

1 Regression 10.375 1 10.375 0.377 62.282 .000b 

Residual 17.158 103 .167       

Total 27.533 104         

 

 

Coefficientsa 

 

Model 

Unstandardized 

Coefficients 

Standardized 

Coefficients 

t Sig. 

 

B 

Std. 

Error Beta 

 1 (Constant) 1.565 .265   5.905 .000 

 Talent_Management .603 .076 .614 7.892 .000 

  

Chi-Square Tests 

Chi-Square test is used to determine 

whether there is a significant association 

between the two research variables. The results 

are shown in Table 8. 

 

Table 9. Chi-Square Tests 

 

Chi-Square Tests 

    



 

Ghadeer Jaffal et al. / Finance, Accounting and Business Analysis 1 (2) (2019) 

184 

MOP   Value df 

Asymp. 

Sig. (2-

sided) 

Symmetric Measures 

 

Pearson Chi-

Square 

522.375a 91 .000 

  Value 

Approx. 

Sig. 

 

Likelihood 

Ratio 

321.373 91 .000 Nominal 

by 

Nominal 

Phi 2.103 .000 

 

Linear-by-

Linear 

Association 

35.046 1 .000 Cramer's 

V 

.843 .000 

 

N of Valid 

Cases 

105     N of Valid Cases 105   

T&D   Value df 

Asymp. 

Sig. (2-

sided) 

Symmetric Measures 

 

Pearson Chi-

Square 

560.000a 91 .000 

  Value 

Approx. 

Sig. 

 

Likelihood 

Ratio 

334.365 91 .000 Nominal 

by 

Nominal 

Phi 2.309 .000 

 

Linear-by-

Linear 

Association 

32.961 1 .000 Cramer's 

V 

.873 .000 

 

N of Valid 

Cases 

105     N of Valid Cases 105   

JE   Value df 

Asymp. 

Sig. (2-

sided) 

Symmetric Measures 

 

Pearson Chi-

Square 

501.375a 91 .000 

  Value 

Approx. 

Sig. 

 

Likelihood 

Ratio 

321.373 91 .000 Nominal 

by 

Nominal 

Phi 2.185 .000 

 

Linear-by-

Linear 

Association 

9.471 1 .002 Cramer's 

V 

.826 .000 

 

N of Valid 

Cases 

105     N of Valid Cases 105   

TM    Value df 

Asymp. 

Sig. (2-

sided) 

Symmetric Measures 

 

Pearson Chi-

Square 

931.875a 169 .000 

  Value 

Approx. 

Sig. 

 

Likelihood 

Ratio 

431.406 169 .000 Nominal 

by 

Nominal 

Phi 2.979 .000 

 

Linear-by-

Linear 

Association 

39.189 1 .000 Cramer's 

V 

.826 .000 

 

N of Valid 105     N of Valid Cases 105   



 

Ghadeer Jaffal et al. / Finance, Accounting and Business Analysis 1 (2) (2019) 

185 

 

According to motivating outstanding 

performance, the probability of the chi-square 

test statistic (chi-square=522.375) was p=0.000< 

0.001, The research hypothesis that differences 

in “motivating outstanding performance" are 

related to differences in “Job satisfaction" is 

supported by this analysis. Therefore, strength of 

association between the "motivating 

outstanding" and "Job satisfaction" is high 

(2.103, 0.843).  

Similarly, for training and development, 

the probability of the chi-square test statistic 

(chi-square=560) was p=0.000 < 0.001. Thus, 

the strength of association between the 

“Training and development" and "Job 

satisfaction" is high (2.309, 0.873). According to 

job enrichment, the probability of the chi-square 

test statistic (chi-square=501.375) was p=0.000 

< 0.001, and the table shows that the strength of 

association between the “Job enrichment" and 

"Job satisfaction" is high (2.185, 0.826). Finally, 

according to talent management, the probability 

of the chi-square test statistic (chi-

square=931.875) was p=0.000 < 0.001, the table 

shows that the strength of association between 

the “Talent Management" and "Job satisfaction" 

is high (2.979, 0.826). 

Hence, all research hypotheses are 

accepted and there is a positive and significant 

effect on talent management on job satisfaction 

through its three dimensions; motivating 

outstanding performance, training and 

development, and job enrichment. 

  

CONCLUSIONS 

 

The main purpose of this research was to 

determine the impact of talent management on 

job satisfaction in the Lebanese university in 

Nabatieh. The idea of this research was 

essentially created by finding a gap in the 

literature concerning lack of data, since very few 

studies have been researched in Middle Eastern 

nations such as Lebanon in terms of talent 

management practices. However, while talent 

management is a high priority in departments of 

human resources in companies, this practice still 

needs to migrate completely into the university 

environment to establish future administrative 

leaders. 

This research only gathered data from 

colleges in the city of Nabatieh. The results may 

not constitute a full situation for the Lebanese 

university sector, so the results should be taken 

into account prior to this limitation. Future 

study may focus on all universities in Lebanon 

to achieve a conclusive situation on the impact 

of talent management on job satisfaction. 

A correlation analysis was conducted 

following regression assessment in attempt to 

establish to what level the dependent factors 

were influenced by the other independent 

factors. The most interesting results of the 

correlation analysis related to the highly positive 

effect on dependent variables on talent 

management. This indicates that coherent and 

effective performance systems obviously occur in 

organizations with high levels of talent 

management which positively affecting 

employee satisfaction  

Empirically and on the basis of the survey 

findings of this study, all research goals can be 

found to be accomplished. With regard to the 

first goal of determining the relationship 

between talent management and job satisfaction 

among Lebanese universities, these general 

relationship findings from the Pearson 

correlation have been confirmed. 

With regards to the second aim of 

the research, it is possible to conclude that talent 

management is highly applied in universities. 

Furthermore a regression analysis evaluated the 

effect of talent management on employee 

performance and the beneficial impact was 

Cases 

 

a. 196 cells (100.0%) have expected count less 

than 5. The minimum expected count is .24. 

a. Not assuming the null hypothesis. 

     

b. Using the asymptotic standard error 

assuming the null hypothesis. 



 

Ghadeer Jaffal et al. / Finance, Accounting and Business Analysis 1 (2) (2019) 

186 

determined by explaining the variability in job 

satisfaction to talent management of 33.7%. 

This research found that a fair, reliable 

system of performance improves workers ' 

feelings of trust and belonging and has a positive 

effect on job satisfaction when managers provide 

their workers with feedback and motivation. 

By using a fair and reliable performance 

system, all firms who bind significance to the 

talent management system are making their 

employees feel more positive about their firms 

and more loyally. This is why the determination 

of talent management and the employing people 

in favorably relevant positions positively impacts 

company's citizenship. If organizations ' 

vision and mission are determined and work 

descriptions are clear, employee satisfaction with 

performance assessment systems will increase. 

In addition, if department executives 

remove all barriers associated with work and 

provide feedback on a regular basis, workers can 

do their best. When senior managers offer 

organizational feedback for workers who work 

for them and maintain current values in their 

organizations alive, this will Increase job 

satisfaction.  

 

REFERENCES 

 

Chambers, E., Foulon, M., Handfield-Jones, H. and 

Hankin, S., 1998. andEdward Michaels,". The 

War for Talent," McKinsey Quarterly, 3, 

pp.44-57. 

Stahl, G.K., Björkman, I., Farndale, E., Morris, S.S., 

Paauwe, J., Stiles, P., Trevor, J. and Wright, 

P.M., 2007. Global talent management: How 

leading multinationals build and sustain their 

talent pipeline. INSEAD faculty and research 

working papers, 24, p.O8. 

Al Ariss, A., Cascio, W.F. and Paauwe, J., 2014. 

Talent management: Current theories and 

future research directions. Journal of World 

Business, 49(2), pp.173-179. 

Çabukel, R., 2008. Çalışan Memnuniyeti 

Analizleri. İstanbul Üniversitesi Sosyal 

Bilimler Enstitüsü Çalışma Ekonomisi ve 

Endüstri İlişkileri Anabilim Dalı Yüksek 

Lisans Tezi, İstanbul. 

Erken, M., 2013. Çalışan Memnuniyeti Üzerine 

Sağlık Sektöründe Bir Araştırma. A Study On 

Employee Satisfaction In The Health Sector), 

Unpublished Graduate Thesis, Marmara 

Üniversitesi Sosyal Bilimler Enstitüsü İşletme 

Anabilim Dalı, İstanbul. 

PEKDEMİR, I., ÖZÇELİK, O., KARABULUT, E. 

and ARSLANTAŞ, C.C., PERSONEL 

GÜÇLENDİRME, İŞ TATMİNİ VE 

ÖRGÜTSEL BAĞLILIK ARASINDAKİ 

İLİŞKİLERİ BELİRLEMEYE YÖNELİK 

BİR ÇALIŞMA. Verimlilik Dergisi, (4). 

Hejase, H.J., Hejase, A.J., Mikdashi, G. and Bazeih, 

Z.F., 2016. Talent Management Challenges: 

An Exploratory Assessment from 

Lebanon. International Journal of Business 

Management & Economic Research, 7(1). 

Vinod, S., Sudhakar, B., Mihir, H., Varghese, A.M. 

and Bobby, M., 2014. Talent management 

among UAE national women. Journal of 

Emerging Trends in Economics and 

Management Sciences, 5(5), pp.474-479. 

Lawler III, E.E., 2010. Talent: Making people your 

competitive advantage. John Wiley & Sons. 

Guthridge, M., Komm, A.B. and Lawson, E., 2008. 

Making talent a strategic priority. McKinsey 

Quarterly, 1, p.48. 

Jantan, H., Hamdan, A.R. and Othman, Z.A., 2009, 

August. Classification techniques for talent 

forecasting in human resource management. 

In International Conference on Advanced 

Data Mining and Applications (pp. 496-503). 

Springer, Berlin, Heidelberg. 

Davies, B. and Davies, B.J., 2010. Talent 

management in academies. International 

Journal of Educational Management, 24(5), 

pp.418-426. 

Guay, F., Chanal, J., Ratelle, C.F., Marsh, H.W., 

Larose, S. and Boivin, M., 2010. Intrinsic, 

identified, and controlled types of motivation 

for school subjects in young elementary school 

children. British Journal of Educational 

Psychology, 80(4), pp.711-735. 

Gouws, A., 1995. Die verwantskap tussen motivering 

en werkstevredenheid van'n groep 

inligtingspesialiste (Doctoral dissertation, 

University of Johannesburg). 

Sofat, S., 2012. Effect of Motivation on Employee 

Performance and Organizational 

Productivity. Journal of Applied Management 

& Computer Science, 1(1), pp.1-11. 

Wagner, S., 2000. Retention: finders, 

keepers. Training & Development, 54(8), 

pp.64-64. 



 

Ghadeer Jaffal et al. / Finance, Accounting and Business Analysis 1 (2) (2019) 

187 

Jehanzeb, K. and Bashir, N.A., 2013. Training and 

development program and its benefits to 

employee and organization: A conceptual 

study. European Journal of business and 

management, 5(2). 

Nixon, J.C. and Helms, M.M., 2002. Corporate 

universities vs higher education 

institutions. Industrial and commercial 

training, 34(4), pp.144-150. 

Batool, A. and Batool, B., 2012. Effects of employees 

training on the organizational competitive 

advantage: Empirical study of Private Sector 

of Islamabad, Pakistan. Far East Journal of 

Psychology and Business, 6(5), pp.59-72. 

Herzberg, F., 1968. One more time: How do you 

motivate employees? 

Aziri, B., 2011. JOB SATISFACTION: A 

LITERATURE REVIEW. Management 

Research & Practice, 3(4). 

Locke, E.A., 1970. Job satisfaction and job 

performance: A theoretical 

analysis. Organizational behavior and human 

performance, 5(5), pp.484-500. 

D'Annunzio‐Green, N., Maxwell, G., Watson, S. and 

Baum, T., 2008. Implications of hospitality 

and tourism labour markets for talent 

management strategies. International Journal 

of Contemporary Hospitality Management. 

 

 

 


