Management 303

B. REFERENCE CITATIONS: Chami-Malaeb, R., & Garavan, T. (2013). Talent and leadership development practices as drivers of intention to stay in Lebanese organisations: the mediating role of affective commitment. International Journal Of Human Resource Management, 24(21), 4046-4062. doi:10.1080/09585192.2013.789445

C. VISUAL RESEARCH MODEL:

Independent Variables: Talent Development Practices and Leadership Development Practices

Dependent Variable: Intention to Stay

Mediator: Affective Commitment

D. RESEARCH STUDY ARTICLE CRITIQUE

1. Sample: The sample of this study is high potential employees in nine lebanese organizations. The companies sampled needed to have a high potential system in place for two years. The HR manager was interviewed for a total of 1 to 3 hours to really obtain a detailed analysis of the HR program. From the results, 250 employees from the nine companies were sent a questionnaire. Of the 250 individuals, 238 were relevant which is a 95% response rate. e. Of the 238 respondents, 53% were female and almost two-thirds of the respondents had worked for the organization for less than nine years. Thirty six percent of employees were between the age of 20 and 30, 39.5% were between the age 31 and 40 and 11.3% were 41 years plus. The majority of respondents had a master’s degree. The sampled employees ranged from top management to entry level employees and the breakdown was as follows: executives – 51%, managers – 28%, professional employees – 37% and salaried employees – 22%. Of the respondents who replied to the survey, 45% were from banking, 23% from manufacturing, 15% from telecommunications, 10% from retail and 7% from healthcare.

2. Study Design: Through nine Lebanese firms they chose some respondents who had to meet a preset criterion of being labelled high potential. Of the 250 survey mailed, 238 usable questionnaires were returned representing a response rate of 95%. To investigate their age, gender, education, profession and position.

3. Results: Talent development has a significant and positive correlation

with leadership development. Both talent development practices and leadership development practices have significant and positive effect on intention to stay. In the presence of the mediator the relationship is marginally significant, indicating partial support that affective commitment mediates the relationship between talent development practices and intention to stay. There is full support that affective commitment mediates the relationship between leadership development practices and intention to stay. Study findings demonstrate a positive relationship between investment in talent and leadership development practices and two important outcomes, affective commitment and intention to stay.

4. Limitations and Future Research:

Limitation:The most important limitation has to do with the effects of common-method bias. The results obtained were happen to five part.

1. Substantive relationships between the study variables.

2. Cross sectional nature of our study

3. Smaller “bundle”

4. Less research of industry sector and ownership and how they may moderate the relationships

5. External environment (particular economic and cultural factors)

Future Research: It can address these limitations by measuring the independent, mediating and dependent variables at different time periods. Study findings focus on an attitudinal-mediating variable.

5. Ethical Practice (Organizational Application) Suggestions:

Hypotheses 1a and 1b and 2a and 2b stated that affective commitment is both an outcome of investment in HRM practices and a predictor or mediator of other employee behaviors; and related to affective commitment and intention to stay. This proves that results of employee efforts leading to organisational experiences that satisfy their needs to feel physically and psychologically comfortable will lead towards the intention to stay. The study raises three hypothesis to show that the relationship between talent and leadership development practices and intention to stay may not be a direct one but rather mediated by affective commitment.

6. Discussion Questions:

1. What previous experiences have you had in which a company/organization has really invested into your leadership and talent development? Explain the impact it had on you at the company/organization and how you were able to implement it into your everyday life.

2. How has a company provided you an opportunity to be a leader of a team or group and what was the impact it had on you along with any positive effects to your team/group?

3. Based off the leader and talent development programs you have experienced, what could the company have done to better to increase your developmental needs?