TALENT MANAGEMENT PRACTICES IN PRIVATE STATE-FUNDED HIGHER EDUCATION INSTITUTIONS

Abstract

Private Higher Education Institutions (PHEIs) have made significant contributions to the development of higher education in Malaysia. However, in recent times, there has been growing concern about the impact of talent management on the organizational commitments of its academic members. This study aims to address this gap by investigating the relationship between talent management practices and academics' organizational commitment. This study was conducted at a state-owned private university. An adapted version of a questionnaire with an internal consistency coefficient (α) greater than 0.8 was distributed to the academic staff.  It was found that respondents gave moderate scores to all domains. The highest score was for career development (3.22), followed by organizational commitment (2.95) and talent management (2.94). Data analysis supports an alternative hypothesis (H₁) that a relationship exists between talent management, career development, and organizational commitment. This study suggests that talent management policies and practices should be taken into consideration for the sustainability of institutions.