The Impact of Talent Management Practices on Employee Performance: Leadership Competencies as a Mediator

ABSTRACT Purpose:  This research aims to fill some of the knowledge gaps in employee performance in the UAE through the direct impact of realistic job previews, performance-based compensation, perceived organizational support, mentoring, training and development on employee performance, and an indirect impact through the mediating effect of leadership competencies. By providing resource-based view (RBV) theory, this research aims to add to the body of knowledge and empirical data by explaining how employee performance in government organizations in the UAE may evolve.   Theoretical framework: Talent management practices are applied by leadership competencies if each employee inevitably plays his or her overall function in the performance of the organization (Wassem et al., 2019). It is important to look at how much talent management practises have enhanced employee performance since leadership competence has an effect on them.   Design/Methodology/Approach:  In this study, a cross-sectional design was appropriate. Moreover, 280 employees from Government Housing Programs Departments in United Arab Emirates were given questionnaires. The research found a significant impact of talent management practices on employee performance.   Findings:  the results demonstrated the function of leadership competencies as a mediator between talent management practices and employee performance. The current research also highlighted the research's implications, recommendations for future research, and limitations.   Research, Practical & Social implications:  One of the study's limitations is that it relies on a cross-sectional design; leadership competencies and employee performance are often time-consuming processes that may benefit from a longitudinal study. In addition, adopting quota sampling impacts the usable conclusion; the subsequent research may enhance the sample technique and be based on the effect of the described further circumstances.   Originality/Value: in its specific focus on the impact of talent management practices on employee performance, its exploration of an emerging field within HR management, its holistic examination of the talent management process, its potential to establish causal relationships, its practical implications for organizations, its guidance for HR strategies, its value for HR practitioners, and its contribution to the academic literature. These elements collectively emphasize the significance of the study in advancing understanding and practices in talent management and organizational performance

An assessment model based on the role of knowledge management factors in project management performance of business organisations in the UAE

Knowledge management has emerged over the last few decades and became one of the most debated and discussed management concepts. However, in the project management industry, knowledge management (KM) investigation in the eastern countries, especially in the middle east, is still a way behind western countries in this area investigation. Hence, business organisations from the UAE have a tendency for poor performance compared to the Western and Southern business organisations, and failed to facilitate organisational efficiency by ignoring the importance of managing knowledge appropriately. Additionally, the impact of knowledge management on project management success has not been researched enough by using both the infrastructure and process capabilities of the business organisations in the United Arab Emirates (UAE). This research intends to fill this gap in KM investigation by examining the impact of knowledge management factors on construction project management successes of business organisations in the United Arab Emirates (UAE). This study adopted a quantitative method design and simple random sampling was applied to pick a representative sample of 271 respondents. The respondents consist of managers and employees from various business organisations around the UAE. The questionnaire survey was the chosen instrument that was employed in this study and after which, the data collected was analysed using descriptive statistics and multiple regressions. Structural Equation Modelling (SEM) technique was used for confirmatory factor analysis, followed by the specification and estimation of the models. The results found that there are four factors of KM that have a significant impact on construction project management, including knowledge process, knowledge leadership, knowledge technology, and knowledge culture. The findings also showed that these factors of KM have a significant relationship with project management success in construction organizations in the UAE. It is concluded that it is important to improve KM since it is essential to enhance construction project management performance, which in turn leads to improving the organization business performance

Knowledge Management Factors Affecting Construction Project Performance Model

This paper presents the development of knowledge management factors affecting to construction project performance model of UAE construction company. The data used to develop the model was collected from questionnaire survey on large construction company in UAE. The respondents were the employees of the construction company that were requested to gauge each of the knowledge management factors using 5-points Likert scale that they perceived affecting the company performance.  A total of 291 valid responses were used for this analysis. After the model was constructed, it was evaluated at the measurement component of the model where it involved examining the indicator reliability, convergent validity, and discriminant validity. Then at structural component, it involved checking the strength of the relationship, checking coefficient of determination, conduct predictive relevance of the model, calculate goodness-of-fit (GOF) and conduct hypotheses testing. It was found that two out of four constructs are significant which are having t-value above the cut-off value of 1.96. The significant relationships are knowledge management technology (KMT) and knowledge management process (KMP) toward project performance. These outcomes are from actual perception from the respondents where the collected data is not strong enough to trigger the significant relationship of other constructs that had been hypothesised. The model can help to give better understand to parties that concerned the knowledge management in construction industry

Rating of Knowledge Management Factors Affecting Construction Company Performance

Construction industry uses project-based activities where project participants are considered as knowledge sources. This makes knowledge management as important factors in project management performance. Thus, this study presents a quantitative study on identifying knowledge management factors affecting Turner construction company performance in UAE. The study identified 32 factors and classified into 4 knowledge management groups namely knowledge leadership, knowledge culture, knowledge process and knowledge technology. A question survey was conducted to the employees of the company requesting them to gauge the influence of each factor to company performance using Likert scale. A total of 350 questionnaire sets were distributed and only 291 valid responses were used for the analysis. The results of the analysis found that in knowledge management leadership group, the most influential factor is KML5 which is Has sufficient resources in project knowledge management activities. For knowledge management culture, the most influential factor is KMC3 which is Rewards employees who create, share, store and use knowledge to perform projects. In knowledge process group, the most influential factor is KMP7 which is Believe in sharing knowledge with others. For the final group that is knowledge technology, the most influential factor is KMT8 which is Responsible for creating project knowledge-sharing technology environment. The result also found that the most influential group is knowledge management leadership group has attained the highest score. For cross tabulation analysis, it was found that leadership and culture related to knowledge management are more pertinent to senior respondents who are holding higher position in the company. This is logic as they need to manage the resources of the company holistically as compare to junior respondents. While junior employees/respondents are more inclined to knowledge management related to processes and technology. These findings are benefitted to the construction company in prioritizing the application knowledge management aspect.  &nbsp