The role of talent management in mediating the effect of workforce engagement and organizational culture on workforce agility in educational foundations

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Type of the article: Research Article

Abstract
Workforce agility signifies the workforce’s adeptness in navigating rapid transitions and confronting challenges within the occupational sphere. It entails the aptitude of individuals and collectives to assimilate novel circumstances, swiftly adjust to shifting organizational requisites, and perpetuate innovation to sustain efficacy under varying conditions. This study aimed to examine the influence of organizational culture and workforce engagement on workforce agility, with talent management serving as an intervening variable. The study employed a quantitative survey method, collecting data through structured questionnaires from 330 respondents, comprising staff and managerial personnel, affiliated with private educational foundations across North Sumatra, Indonesia. These participants were selected using purposive sampling based on their active involvement in organizational operations and decision-making processes, ensuring relevance to the constructs examined. Structural equation modeling (SEM) was employed using SmartPLS 4.0 for data analysis. The results indicate that workforce engagement does not have a direct effect on workforce agility (p > 0.05), but it significantly influences talent management (p < 0.05). Organizational culture has a significant positive effect on both talent management (p < 0.05) and workforce agility (p < 0.05). Talent management contributes directly and significantly to enhancing workforce agility (p < 0.05). Furthermore, talent management significantly mediates the relationship between workforce engagement and workforce agility (p < 0.05), as well as between organizational culture and workforce agility (p < 0.05).

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    • Figure 1. Research model
    • Table 1. Reliability and convergent validity values
    • Table 2. Discriminant validity
    • Table 3. R-squared value
    • Table 4. Hypothesis testing results
    • Table 5. Hypothesis testing results of the mediating variable
    • Table A1. Research questionnaire
    • Conceptualization
      Tapi Rondang Ni Bulan, Ani Murwani Muhar, Audia Junita
    • Data curation
      Tapi Rondang Ni Bulan, Ani Murwani Muhar, Audia Junita
    • Formal Analysis
      Tapi Rondang Ni Bulan, Ani Murwani Muhar, Audia Junita
    • Funding acquisition
      Tapi Rondang Ni Bulan, Ani Murwani Muhar, Audia Junita
    • Investigation
      Tapi Rondang Ni Bulan, Ani Murwani Muhar, Audia Junita
    • Methodology
      Tapi Rondang Ni Bulan, Ani Murwani Muhar, Audia Junita
    • Project administration
      Tapi Rondang Ni Bulan, Ani Murwani Muhar, Audia Junita
    • Resources
      Tapi Rondang Ni Bulan, Ani Murwani Muhar, Audia Junita
    • Software
      Tapi Rondang Ni Bulan, Ani Murwani Muhar, Audia Junita
    • Supervision
      Tapi Rondang Ni Bulan, Ani Murwani Muhar, Audia Junita
    • Validation
      Tapi Rondang Ni Bulan, Ani Murwani Muhar, Audia Junita
    • Visualization
      Tapi Rondang Ni Bulan, Ani Murwani Muhar, Audia Junita
    • Writing – original draft
      Tapi Rondang Ni Bulan, Ani Murwani Muhar, Audia Junita
    • Writing – review & editing
      Tapi Rondang Ni Bulan, Ani Murwani Muhar, Audia Junita