Influence of Human Resource Capability in Relating Talent Management Strategy and Competitive Advantage

Angelica Gatiiria Gitonga

doi:doi:10.11648/j.jhrm.20190704.16

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Influence of Human Resource Capability in Relating Talent Management Strategy and Competitive Advantage

Angelica Gatiiria Gitonga

Published in Journal of Human Resource Management (Volume 7, Issue 4)

Received: 3 November 2019 Accepted: 29 November 2019 Published: 6 December 2019

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Abstract

Organisations aim at providing best quality at the lowest cost. It is beneficial to identify values and work preferences generation Y in order to employ, develop, retain and prepare them for future leadership. Talent Management strategies that enhance retention of the required talents enables the organisation gain a competitive advantage. The study sought to understand if leveraging on Generation Y’s talents puts the organisation in a better competitive position. The research objective was to determine whether introduction of the mediating variable of human resource capability had any effect on the relationship between talent management strategies for generation Y and the commercial bank’s competitive advantage. The target population of the study comprised of 43 Commercial Banks in Kenya and the given unit of observation was 6 departments in each bank namely: human resources, finance, marketing, credit, treasury and Audit. The findings of the study revealed that Talent Management Strategies alone contributed a fairly good extent to competitive advantage of banks at 55.3% (Ṝ²=.553). An inclusion of a mediating variable, HR Capability presented a percentage level of 39.8% (Ṝ²=.398). Further tested whether the mediating variable had any effect on the relationship between the independent variables and the dependent variable. Multiple regression models were used to predict the relationship which proved to be true with a positive percentage of 55.8% (Ṝ²=0.558), an increase in the value of Ṝ² by 0.005. This indicates that the mediating variable has a statistically significant effect on the relationship between talent management strategies and the competitive advantage, hence concluding that HR Capability derived from application of talent management strategies has a partial mediating effect on the relationship between talent management strategies for generation Y and competitive advantage of commercial banks in Kenya. Thus, the study notes that the strength of the relationship between talent management strategies for generation Y depends on the level of HR Capability arising from the strategies.

Published in	Journal of Human Resource Management (Volume 7, Issue 4)
DOI	10.11648/j.jhrm.20190704.16
Page(s)	120-130
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2019. Published by Science Publishing Group

Keywords

Competitive Advantage, Generation Y, Human Resource Capability, Talent Management

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Angelica Gatiiria Gitonga. (2019). Influence of Human Resource Capability in Relating Talent Management Strategy and Competitive Advantage. Journal of Human Resource Management, 7(4), 120-130. https://doi.org/10.11648/j.jhrm.20190704.16

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Angelica Gatiiria Gitonga. Influence of Human Resource Capability in Relating Talent Management Strategy and Competitive Advantage. J. Hum. Resour. Manag. 2019, 7(4), 120-130. doi: 10.11648/j.jhrm.20190704.16

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AMA Style

Angelica Gatiiria Gitonga. Influence of Human Resource Capability in Relating Talent Management Strategy and Competitive Advantage. J Hum Resour Manag. 2019;7(4):120-130. doi: 10.11648/j.jhrm.20190704.16

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@article{10.11648/j.jhrm.20190704.16,
  author = {Angelica Gatiiria Gitonga},
  title = {Influence of Human Resource Capability in Relating Talent Management Strategy and Competitive Advantage},
  journal = {Journal of Human Resource Management},
  volume = {7},
  number = {4},
  pages = {120-130},
  doi = {10.11648/j.jhrm.20190704.16},
  url = {https://doi.org/10.11648/j.jhrm.20190704.16},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20190704.16},
  abstract = {Organisations aim at providing best quality at the lowest cost. It is beneficial to identify values and work preferences generation Y in order to employ, develop, retain and prepare them for future leadership. Talent Management strategies that enhance retention of the required talents enables the organisation gain a competitive advantage. The study sought to understand if leveraging on Generation Y’s talents puts the organisation in a better competitive position. The research objective was to determine whether introduction of the mediating variable of human resource capability had any effect on the relationship between talent management strategies for generation Y and the commercial bank’s competitive advantage. The target population of the study comprised of 43 Commercial Banks in Kenya and the given unit of observation was 6 departments in each bank namely: human resources, finance, marketing, credit, treasury and Audit. The findings of the study revealed that Talent Management Strategies alone contributed a fairly good extent to competitive advantage of banks at 55.3% (Ṝ2=.553). An inclusion of a mediating variable, HR Capability presented a percentage level of 39.8% (Ṝ2=.398). Further tested whether the mediating variable had any effect on the relationship between the independent variables and the dependent variable. Multiple regression models were used to predict the relationship which proved to be true with a positive percentage of 55.8% (Ṝ2=0.558), an increase in the value of Ṝ2 by 0.005. This indicates that the mediating variable has a statistically significant effect on the relationship between talent management strategies and the competitive advantage, hence concluding that HR Capability derived from application of talent management strategies has a partial mediating effect on the relationship between talent management strategies for generation Y and competitive advantage of commercial banks in Kenya. Thus, the study notes that the strength of the relationship between talent management strategies for generation Y depends on the level of HR Capability arising from the strategies.},
 year = {2019}
}

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TY  - JOUR
T1  - Influence of Human Resource Capability in Relating Talent Management Strategy and Competitive Advantage
AU  - Angelica Gatiiria Gitonga
Y1  - 2019/12/06
PY  - 2019
N1  - https://doi.org/10.11648/j.jhrm.20190704.16
DO  - 10.11648/j.jhrm.20190704.16
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 120
EP  - 130
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20190704.16
AB  - Organisations aim at providing best quality at the lowest cost. It is beneficial to identify values and work preferences generation Y in order to employ, develop, retain and prepare them for future leadership. Talent Management strategies that enhance retention of the required talents enables the organisation gain a competitive advantage. The study sought to understand if leveraging on Generation Y’s talents puts the organisation in a better competitive position. The research objective was to determine whether introduction of the mediating variable of human resource capability had any effect on the relationship between talent management strategies for generation Y and the commercial bank’s competitive advantage. The target population of the study comprised of 43 Commercial Banks in Kenya and the given unit of observation was 6 departments in each bank namely: human resources, finance, marketing, credit, treasury and Audit. The findings of the study revealed that Talent Management Strategies alone contributed a fairly good extent to competitive advantage of banks at 55.3% (Ṝ2=.553). An inclusion of a mediating variable, HR Capability presented a percentage level of 39.8% (Ṝ2=.398). Further tested whether the mediating variable had any effect on the relationship between the independent variables and the dependent variable. Multiple regression models were used to predict the relationship which proved to be true with a positive percentage of 55.8% (Ṝ2=0.558), an increase in the value of Ṝ2 by 0.005. This indicates that the mediating variable has a statistically significant effect on the relationship between talent management strategies and the competitive advantage, hence concluding that HR Capability derived from application of talent management strategies has a partial mediating effect on the relationship between talent management strategies for generation Y and competitive advantage of commercial banks in Kenya. Thus, the study notes that the strength of the relationship between talent management strategies for generation Y depends on the level of HR Capability arising from the strategies.
VL  - 7
IS  - 4
ER  -

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Angelica Gatiiria Gitonga

School of Business, University of Nairobi, Nairobi, Kenya

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Angelica Gatiiria Gitonga. (2019). Influence of Human Resource Capability in Relating Talent Management Strategy and Competitive Advantage. Journal of Human Resource Management, 7(4), 120-130. https://doi.org/10.11648/j.jhrm.20190704.16

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ACS Style

Angelica Gatiiria Gitonga. Influence of Human Resource Capability in Relating Talent Management Strategy and Competitive Advantage. J. Hum. Resour. Manag. 2019, 7(4), 120-130. doi: 10.11648/j.jhrm.20190704.16

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AMA Style

Angelica Gatiiria Gitonga. Influence of Human Resource Capability in Relating Talent Management Strategy and Competitive Advantage. J Hum Resour Manag. 2019;7(4):120-130. doi: 10.11648/j.jhrm.20190704.16

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@article{10.11648/j.jhrm.20190704.16,
  author = {Angelica Gatiiria Gitonga},
  title = {Influence of Human Resource Capability in Relating Talent Management Strategy and Competitive Advantage},
  journal = {Journal of Human Resource Management},
  volume = {7},
  number = {4},
  pages = {120-130},
  doi = {10.11648/j.jhrm.20190704.16},
  url = {https://doi.org/10.11648/j.jhrm.20190704.16},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20190704.16},
  abstract = {Organisations aim at providing best quality at the lowest cost. It is beneficial to identify values and work preferences generation Y in order to employ, develop, retain and prepare them for future leadership. Talent Management strategies that enhance retention of the required talents enables the organisation gain a competitive advantage. The study sought to understand if leveraging on Generation Y’s talents puts the organisation in a better competitive position. The research objective was to determine whether introduction of the mediating variable of human resource capability had any effect on the relationship between talent management strategies for generation Y and the commercial bank’s competitive advantage. The target population of the study comprised of 43 Commercial Banks in Kenya and the given unit of observation was 6 departments in each bank namely: human resources, finance, marketing, credit, treasury and Audit. The findings of the study revealed that Talent Management Strategies alone contributed a fairly good extent to competitive advantage of banks at 55.3% (Ṝ2=.553). An inclusion of a mediating variable, HR Capability presented a percentage level of 39.8% (Ṝ2=.398). Further tested whether the mediating variable had any effect on the relationship between the independent variables and the dependent variable. Multiple regression models were used to predict the relationship which proved to be true with a positive percentage of 55.8% (Ṝ2=0.558), an increase in the value of Ṝ2 by 0.005. This indicates that the mediating variable has a statistically significant effect on the relationship between talent management strategies and the competitive advantage, hence concluding that HR Capability derived from application of talent management strategies has a partial mediating effect on the relationship between talent management strategies for generation Y and competitive advantage of commercial banks in Kenya. Thus, the study notes that the strength of the relationship between talent management strategies for generation Y depends on the level of HR Capability arising from the strategies.},
 year = {2019}
}

Copy | Download

TY  - JOUR
T1  - Influence of Human Resource Capability in Relating Talent Management Strategy and Competitive Advantage
AU  - Angelica Gatiiria Gitonga
Y1  - 2019/12/06
PY  - 2019
N1  - https://doi.org/10.11648/j.jhrm.20190704.16
DO  - 10.11648/j.jhrm.20190704.16
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 120
EP  - 130
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20190704.16
AB  - Organisations aim at providing best quality at the lowest cost. It is beneficial to identify values and work preferences generation Y in order to employ, develop, retain and prepare them for future leadership. Talent Management strategies that enhance retention of the required talents enables the organisation gain a competitive advantage. The study sought to understand if leveraging on Generation Y’s talents puts the organisation in a better competitive position. The research objective was to determine whether introduction of the mediating variable of human resource capability had any effect on the relationship between talent management strategies for generation Y and the commercial bank’s competitive advantage. The target population of the study comprised of 43 Commercial Banks in Kenya and the given unit of observation was 6 departments in each bank namely: human resources, finance, marketing, credit, treasury and Audit. The findings of the study revealed that Talent Management Strategies alone contributed a fairly good extent to competitive advantage of banks at 55.3% (Ṝ2=.553). An inclusion of a mediating variable, HR Capability presented a percentage level of 39.8% (Ṝ2=.398). Further tested whether the mediating variable had any effect on the relationship between the independent variables and the dependent variable. Multiple regression models were used to predict the relationship which proved to be true with a positive percentage of 55.8% (Ṝ2=0.558), an increase in the value of Ṝ2 by 0.005. This indicates that the mediating variable has a statistically significant effect on the relationship between talent management strategies and the competitive advantage, hence concluding that HR Capability derived from application of talent management strategies has a partial mediating effect on the relationship between talent management strategies for generation Y and competitive advantage of commercial banks in Kenya. Thus, the study notes that the strength of the relationship between talent management strategies for generation Y depends on the level of HR Capability arising from the strategies.
VL  - 7
IS  - 4
ER  -

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