Talent acquisition and talent engagement practices significant impact over employee satisfaction

Jackqueen Keith Marrybeth; John Stave Brackz; William Boy Hadson; Marcus Sandy Zlong

doi:10.21744/irjmis.v6n6.807

Authors

Jackqueen Keith Marrybeth
iwayansuryasa@gmail.com
The Australian National University, Canberra, Australia
John Stave Brackz The Australian National University, Canberra, Australia
William Boy Hadson Monash University, Melbourne, Australia
Marcus Sandy Zlong Monash University, Melbourne, Australia

Keywords:

acquisition, business, development, engagement, retention

Abstract

It is observed that talent acquisition and talent engagement practices have a significant impact on employee satisfaction in the deemed universities. It is also disclosed that talent development and talent retention practices are found to be insignificant. It clearly indicates that the deemed universities are keen on talent acquisition and talent engagement, but they are failed in implementing talent development as well as talent retention strategies. Further, this analysis unveiled that talent acquisition and talent development practices have a significant impact on employee satisfaction in business schools. It is also disclosed that the talent engagement and talent retention practices are found to be insignificant. It clearly indicates that business schools are keen on talent acquisition and talent development, but they are failed in implementing talent engagement as well as talent retention strategies.

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