Off-campus WSU users: To download campus access dissertations, please use the following link to log into our proxy server with your WSU access ID and password, then click the "Off-campus Download" button below.
Non-WSU users: Please talk to your librarian about requesting this dissertation through interlibrary loan.
Access Type
WSU Access
Date of Award
January 2024
Degree Type
Dissertation
Degree Name
Ph.D.
Department
Industrial and Manufacturing Engineering
First Advisor
Ratna Babu Chinnam
Abstract
Talent Management has become one of the major initiatives for Multinational Corporations as well as the federal government. Its primary focus is to hire the best and brightest individuals to be their innovators and leaders of the future. Talent Management from a Human Resources (HR) perspective includes the process of recruiting, nominating, developing, and retaining talented human capital. Although these talent management outcomes such as retention, engagement, and opportunities for advancement are key drivers for continued sustainability in promoting an engaged workforce, companies and the government are finding it challenging to maintain a talented and engaged workforce. The quest to reduce operational costs and increase profitability and efficiency has produced a silent disruption that causes employees to leave. The purpose of this study was to review talent management from a different lens that is nested in organizational theory, behavioral science, and research methods that examine behaviors associated with talent management outcomes. This study used the 2019 Federal Employee Viewpoint Survey (FEVS) to formulate a structural equation model (SEM) using selected survey items in examining the latent variables Talent Skills Development, the Work Environment and Engagement to explore the relationships associated with the talent management outcome Intent to Leave. A sample of 53,289 was partitioned from responses from Army respondents used to draw causal inferences. First, Principal Axis Factoring was used to validate the latent constructs. Second, Confirmatory Factor Analysis was used to determine if the prescribed factor model provided a good fit. Finally, SEM modeling was used to explore the relationships between the exogenous variable Talent Skills Development, and the endogenous variables Work Environment, Engagement, and Intent to Leave. The aim of this study investigated whether a positive work environment lessens an employee’s willingness to leave even if talent management is void, and if an employee’s perception of underutilized talent increases the likelihood to leave if talent management is thriving and explored the relationship between the work environment and intent to leave within the U.S. Army. The Army is investing in employee talent. This study contributes to the military psychology literature by expanding new definitions and contributes to the current Army People Strategy 2025. The federal government has had almost two decades in experience in trying to evaluate employee satisfaction and engagement as part of the work environment. This new approach of using the 2019 FEVS to formulate a SEM model brings them together to evaluate the talent employee possesses and the leave intentions that can be mitigated by a positive work environment.
Recommended Citation
Evans, Bernard, "Talent Management In Governmental Agencies: Employee Viewpoint" (2024). Wayne State University Dissertations. 4117.
https://digitalcommons.wayne.edu/oa_dissertations/4117