Conceptual talent quotient model for the B40 Malaysian youthsTools Seow, Adrian Wei Jie (2018) Conceptual talent quotient model for the B40 Malaysian youths. [Dissertation (University of Nottingham only)]
AbstractThe Malaysian Government announced Vision 2020 to become a developed nation with human competitiveness in the global market. It is the aim of the government to elevate the socioeconomic status of Malaysians particularly the Below 40 % (B40) group who is economically challenged. Most of the B40 Malaysian employees are working in the Small and Medium Enterprises (SMEs) and holding lower level positions only. In most of the developing countries around the world, there will be a high percentage of people who has low incomes, similar to the B40 group in Malaysia. The low income group must be elevated if a nation wishes to become developed. The Malaysian government has interests to adopt the talent management practices and apply it to the B40 employees in the SMEs. SMEs does not adopt talent management practices extensively as resources are limited and there is a higher significant of employee turnover. Talent Quotient is defined as the talent management practices in conjunction with the organizational success. The aim of this study is to develop a conceptual talent quotient model for the B40 Malaysian Youths. The satisfaction and commitment of the B40 employees determines the employee performance. Primary data was collected from 301 low-level employees of the Malaysian SMEs from different sectors with the use of questionnaire surveys. Interviews were carried out with 5 Human Resource Managers from SMEs to gain further insights for talent quotient. For the data collected, it is known that the most effective Talent Quotient factors are clear training guidelines, having frequent new experiences, having mentors for guidance, non-financial rewards, adequate performance appraisals, good communication with superior, respectful culture and good leadership. It is found that Training and Development, Rewards and Recognition, Retaining Practices are effective towards the Employee Performance of the B40 employees in Malaysian SMEs. However, a gap appears between the talent management practices with the job satisfaction and commitment of the employees. It shows that the expectations of the employees and employers on the Talent Quotient Practices are different. Therefore, the recommendations for the government is to increase the number of the initiatives and progress and the progress of delivering the initiatives to the B40 cohort, raising awareness for the B40 to have the motivation to future planning and goals and work hard towards it, increasing the salaries for the Diploma holders. The recommendation for the SMEs are offering freedom of choices of benefits, external benchmarking, having alliance with the government in SME Corp and collaboration with the technical colleges.
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