Talent development and employee retention among management level within a selected organization in Malaysia

This study was conducted to measure the effect of talent development towards employee retention among management level in a selected organization in Malaysia. The objectives of this study were 1) to measure the level of talent development towards employee retention 2) to establish the relationship between the talent development and employee retention 3) to determine the factors that explains employee retention. By employing the G*Power analysis, a total of 131 respondents were accepted for this study. The established questionnaires were adapted and tailored according to the need of the study to gather data from the respondents. The questionnaires were distributed and collected by hand and on the spot to ensure high rate of return. The survey responses were analyzed using the Statistical Package for Social Sciences (SPSS) Programme Version 20. Descriptive statistics were used to explain the level of talent development. Correlation analysis (Pearson Coefficients r) was used to analyze the strength and direction of the relationship between the four factors with employee retention while multiple regression analysis was performed on the four dimensions computed against the dependent variable of employee retention to determine the overall relationship between the dependent and the independent variables. Based on the findings, out of the four variables only the talent development and organizational culture variable showed a significant contribution in the multiple regression model. The findings also revealed that all four independent variables (benefits, organizational culture, career development, talent development) demonstrated a relationship at moderate correlation. The talent development variable showed the highest correlation as compared to the other three independent variables with the career development variable computed as the lowest correlation. The study concluded that organizations that focus on talent development are more likely to retain their employees and contradict that popular beliefs that developed employees which are more marketable are more likely to leave the organization