Appendix (1)

Table (2-1): Definitions of Talent Management (TM)

- Table (2-1)
The Effect of Talent Management on Organizational Excellence: A Case Study :‫ﺍﻟﻌﻨﻮﺍﻥ‬
of the Jordanian Manaseer Group
Definitions of Talent Management (TM)

Author and Year Title of the Publication Definition of‫ﺿﺤﻰ‬

TM ،‫ﺑﻨﻰ ﺳﻌﻴﺪ‬ :‫ﺍﻟﻤؤﻟﻒ ﺍﻟﺮﺋﻴﺴﻲ‬
of the
(‫ ﺣﺴﺎﻣ)ﻤﺸﺮﻑ‬،‫ﺍﻟﺸﻤﺮﻱ‬ :‫ﻣؤﻟﻔﻴﻦ ﺁﺧﺮﻳﻦ‬
Publication
2020 :‫ﺍﻟﺘﺎﺭﻳﺦ ﺍﻟﻤﻴﻼﺩﻱ‬
Sloan et al Strategic management "Managing leadership talent strategically, to put the right
(2003) of global leadership
‫ﺇﺭﺑﺪ‬right time" (P. 236)
person in the right place at the :‫ﻣﻮﻗﻊ‬
talent Advances in 1 - 93 :‫ﺍﻟﺼﻔﺤﺎﺕ‬
global leadership
1119399 :MD ‫ﺭﻗﻢ‬
Creelman (2004) Return on Investment ‫ﺭﺳﺎﺋﻞ ﺟﺎﻣﻌﻴﺔ‬ :‫ﻧﻮﻉ ﺍﻟﻤﺤﺘﻮﻯ‬
in Talent talented employees".p63
Management: English :‫ﺍﻟﻠﻐﺔ‬
Measures you can put ‫ﺭﺳﺎﻟﺔ ﻣﺎﺟﺴﺘﻴﺮ‬ :‫ﺍﻟﺪﺭﺟﺔ ﺍﻟﻌﻠﻤﻴﺔ‬
to work right now.
‫ﺟﺎﻣﻌﺔ ﺍﻟﻴﺮﻣﻮﻙ‬ :‫ﺍﻟﺠﺎﻣﻌﺔ‬
Pascal (2004)Talent management "Talent Management (TM) encompasses managing the
‫ﻛﻠﻴﺔ ﺍﻻﻗﺘﺼﺎﺩ ﻭ ﺍﻟﻌﻠﻮﻡ ﺍﻻﺩﺍﺭﻳﺔ‬ :‫ﺍﻟﻜﻠﻴﺔ‬
systems: Best practices supply, demand, and flow of talent through the Human
in technology solutions Capital Engine" (p.9) ‫ﺍﻻﺭﺩﻥ‬ :‫ﺍﻟﺪﻭﻟﺔ‬
for recruitment,
Dissertations :‫ﻗﻮﺍﻋﺪ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬
retention, and
‫ ﺍﻷﺭﺩﻥ‬،‫ ﺍﻟﺘﻤﻴﺰ ﺍﻟﻤؤﺳﺴﻲ‬،‫ﺍﻹﺩﺍﺭﻳﺔ‬ ‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬
workforce planning،‫ ﺍﻟﻘﻄﺎﻉ ﺍﻟﺘﺠﺎﺭﻱ‬،‫ﺍﻷﻧﺸﻄﺔ ﺍﻻﻗﺘﺼﺎﺩﻳﺔ‬ :‫ﻣﻮﺍﺿﻴﻊ‬

Duttagupta http://search.mandumah.com/Record/1119399
Identifying and "In the broadest possible terms, TM is the strategic :‫ﺭﺍﺑﻂ‬
(2005) managing your assets: management of the flow of talent through an
Talent management. organization. Its purpose is to assure that a supply of
talent is available to align the right people with the right
jobs at the right time based on strategic business
objectives" (p.2)

Clake& Winkler Change Agenda: " a property of organizational characteristics, largely

(2006) Reflections on Talent influenced by the type of industry and the nature of work,
Management. a dynamic concept that can be changed over time
according to organizational priorities".

.‫ ﺟﻤﻴﻊ ﺍﻟﺤﻘﻮﻕ ﻣﺤﻔﻮﻇﺔ‬.‫ ﺩﺍﺭ ﺍﻟﻤﻨﻈﻮﻣﺔ‬2021 ©

‫ ﻳﻤﻜﻨﻚ ﺗﺤﻤﻴﻞ ﺃﻭ ﻃﺒﺎﻋﺔ ﻫﺬﻩ ﺍﻟﻤﺎﺩﺓ ﻟﻼﺳﺘﺨﺪﺍﻡ‬.‫ ﻋﻠﻤﺎ ﺃﻥ ﺟﻤﻴﻊ ﺣﻘﻮﻕ ﺍﻟﻨﺸﺮ ﻣﺤﻔﻮﻇﺔ‬،‫ﻫﺬﻩ ﺍﻟﻤﺎﺩﺓ ﻣﺘﺎﺣﺔ ﺑﻨﺎﺀ ﻋﻠﻰ ﺍﻹﺗﻔﺎﻕ ﺍﻟﻤﻮﻗﻊ ﻣﻊ ﺃﺻﺤﺎﺏ ﺣﻘﻮﻕ ﺍﻟﻨﺸﺮ‬
‫ ﻭﻳﻤﻨﻊ ﺍﻟﻨﺴﺦ ﺃﻭ ﺍﻟﺘﺤﻮﻳﻞ ﺃﻭ ﺍﻟﻨﺸﺮ ﻋﺒﺮ ﺃﻱ ﻭﺳﻴﻠﺔ )ﻣﺜﻞ ﻣﻮﺍﻗﻊ ﺍﻻﻧﺘﺮﻧﺖ ﺃﻭ ﺍﻟﺒﺮﻳﺪ ﺍﻻﻟﻜﺘﺮﻭﻧﻲ( ﺩﻭﻥ ﺗﺼﺮﻳﺢ ﺧﻄﻲ ﻣﻦ ﺃﺻﺤﺎﺏ ﺣﻘﻮﻕ ﺍﻟﻨﺸﺮ ﺃﻭ ﺩﺍﺭ‬،‫ﺍﻟﺸﺨﺼﻲ ﻓﻘﻂ‬
71 .‫ﺍﻟﻤﻨﻈﻮﻣﺔ‬
 Appendix (1)
Table (2-1): Definitions of Talent Management (TM)

- Table (2-1)

Definitions of Talent Management (TM)

Author and Year Title of the Publication Definition of TM

of the
Publication

Sloan et al Strategic management "Managing leadership talent strategically, to put the right
(2003) of global leadership person in the right place at the right time" (P. 236)
talent Advances in
global leadership

Creelman (2004) Return on Investment

in Talent talented employees".p63
Management:
Measures you can put
to work right now.

Pascal (2004) Talent management "Talent Management (TM) encompasses managing the
systems: Best practices supply, demand, and flow of talent through the Human
in technology solutions Capital Engine" (p.9)
for recruitment,
retention, and
workforce planning

Duttagupta Identifying and "In the broadest possible terms, TM is the strategic
(2005) managing your assets: management of the flow of talent through an
Talent management. organization. Its purpose is to assure that a supply of
talent is available to align the right people with the right
jobs at the right time based on strategic business
objectives" (p.2)

Clake& Winkler Change Agenda: " a property of organizational characteristics, largely

(2006) Reflections on Talent influenced by the type of industry and the nature of work,
Management. a dynamic concept that can be changed over time
according to organizational priorities".

71
Cannon and Talent management "It focuses on both the individual and organizational
McGee (2007) and succession needs and aims to bring out the potential of each and
planning recognizes the importance of maintaining key individuals
in a competitive labor market. Talent Management is

and everyone and any approach should be to try to

release that"

Slan-Jerusalim Managers' justice "Its refers to the process by which an organization

and Hausdorf perceptions of high identifies and develops employees who are potentially
(2007) potential identification able to move into leadership roles sometime in the
practices. future" (p. 934)

CIPD (2009) Talent Management "The systematic attraction, identification, development,

Factsheet. engagement, retention, and deployment of those
individuals with high potential who are of particular
value to an organization". p2

Blass (2009) Talent management: egy, succession

cases and commentary. planning and HRM, drawing primarily on development
strategies, recruiting and retention strategies, and reward
strategies, supported by good data sources, monitoring

Armstrong A handbook of Human "talent management as representing those individuals

(2009) resource management who have a difference in the performance of the
practice. organization either by their contributing directly to
performance or by achieving high levels of performance
over the long term".

Silzer and Strategic Talent "Talent Management (TM) is an integrated set of

Dowell (2010) Management matters. processes, programs, and cultural norms in an
Strategy-driven talent organization designed and implemented to attract,
management: A develop, deploy, and retain talent to achieve strategic
leadership imperative objectives and meet future business needs" (p.18)

Horváthová The Application of "a range of activities of the organization that are
(2011) Talent Management at concerned with owning, developing, motivating and
Human Resource sustaining talented employees to achieve current and
Management in future objectives of the organizations."
Organization.

72
Derek Stockley,
(2011) develop and retain people with the aptitude and abilities

Scullion Global talent " organizational activities that are concerned with
&Collings management. attracting, growing and retaining skills in alignment to
(2011) organizational strategy and attainment of set objectives"

Boselie et al Talent management " a process of attracting a workforce that is highly

(2013 ) and the relevance of skilled, the recruitment of new employees that are
context: Towards a talented, and the development and retention of the
pluralistic approach current workforce so that current and future objectives of
an organization can be met "

Festing and Generational "TM can be considered as an overarching expression

Schäfer (2014) challenges to talent covering a breadth of activities, such as employee
management: A performance management, HR planning, succession
framework for talent planning and so on"
retention based on the
psychological-contract
perspective

73
 Appendix (2)

Table (3-a1): An overview of the most important awards of the Jordanian Manaseer
Group.

List of awards Year

The "First Class" Medal, Al-Hussein Medal, First Class, for 2012

his distinguished leadership in supporting the national

economy and community service .

"Fastest-Growing Company in 2017" Award 2017

The title of "2017 Top Company" at the annual event held by 2017

the Jordan Journal of Business Administration

Manaseer Cement Industry won the King Abdullah Award for 2018

Excellence in its eighth session in the category of large

industrial enterprises or their sub-units

74
 Appendix (3)
Measurement Scale Items
1. The Talent management Scale:
Table (3-2A): Talent attracting Measurement

Item number Item descriptions (Reference)

Talent attracting: Al mansoori, (2015)
TA1 AD Police Dept. offers employees attractive salary packages
TA2 A skills audit is regularly conducted at AD Police Dept. to assess skills gaps
TA3 Before a job vacancy is advertised, AD Police Dept. uses the internal talent pool

TA4 Induction programmes are well structured to help the new employee settle in

TA5 There is sufficient pool of managerial talent available at AD Dept. to fill vacancies

TA6 AD Police has programmes to develop a pool of talent and prepare them to be managers

TA7 AD Police Dept. recruitment process is successful in selecting the best talent

Table (3-2B): Talent Development Measurement

Item number Item descriptions (Reference)

Talent development: Yong Chee (2017).
TD1 The organization always plans on your career development.
TD2 The group regularly assesses the effectiveness of talent to demonstrate gaps in skills.
TD3 Leader/ Manager frequently mentor you to grow professionally.

TD4 Your career development benefits arein place in this organization.

TD5 Your career development programs offered are linked to yourcareer needs.

TD6 Every effort is made to use skills or create capacityinternally before outsourcing

TD7 In the organization, progress and career development policy is clearly outlined and made known to all
employees

TD8 The organization has in-house development programmestodevelop you.

TD9 The organization has an employee development strategy which is clearly understood by all the
employees.

TD10 The organization has provision of career mentors.

75
 Table (3-2C): Talent Retaining Measurement

The Organizational Excellence Scale:

Item Item descriptions (Reference)
number
Talent retention :Aklnremi et al,( 2019).
TR1 In our Organization, compensation and rewards are both financial and nonfinancial
TR2 Our Organization attracts and retains key workers by applying total rewards strategy.

TR3 Our Organization pays competitive rates plus other flexible benefits

TR4 Our organization encourages Coaching and mentorship by managers

TR5 Personal growth and development is encouraged.

TR6 Department heads are evaluated andcompensated for their efforts to develop talent.

TR7 There is policy on sponsorship of trainings/programmes to development identified

talent. Training is done for retention.

TR8 Allocation of funds to learning and development.

TR9 Succession is done through development of strong talent pool.

TR10 Job rotations, transfers are done to increase employees value and preparedness for
succession.
Table (3-a2): Organizational Excellence Measurement

Item number Item descriptions (Reference)

Organization Excellence: Alnaweigah. Atallah, (2013)

1- Leadership excellence
LE1 There is a strategic vision for knowledge management at the university, which is applied at all
levels.
LE2 The management grants individuals with extensive powers, which contribute to raising the
level of knowledge and experience they have.
LE3 The higher management is aware of the needed knowledge required for the institution with
regard to its work.
LE4 Communication between the leadership and personnel is easy. Opportunities for constructive
criticism and providing opinions are available.
2- Subordinates Excellence

SE1 Individuals have the skills and knowledge needed to perform the functional tasks.

SE2 University staff has the ability to express their opinions and to criticize openly.

76
SE3 Employees can provide new knowledge and expertise to the University.

SE4 Employees have the ability to think systematically and creatively at work.

SE5 The university seeks to promote the human staff through improved recruitment,
activating training and providing motivations.
3- Organizational Structure Excellence .

OSE1 Each department at the university has a clear strategic vision, mission and objectives of for.

OSE2 The faculty has a clear and precise organizational structure, in addition to an organizational
chart with a description of job titles.
OSE3 There is a quality unit, in addition to continuous evaluation committees for the continuous
development of the workers.
OSE4 There is an Excellence Award (faculty members, the ideal employee and the honor board) for
the quality of performance.
OSE5 Tasks and responsibilities are distributed in an organized way between the staff members.
Standardization of the various activities is well ensured.
OSE6 The continuous development of the administrative structure on a regular basis with what fits
or suits the updates to keep up with the workflow.
4- Culture Excellence

CE1 The university can cope and adapt according to the working conditions, without complying
with the rigid routine system.
CE2 There is a high level of trust between workers in the working environment within the
university.
CE3 The University deals in a professional and credible way with the information, knowledge and
documents that it gets.
CE4 The university has an integrated methodology for building and strengthening the
organizational culture that supports knowledge.

77
 Appendix (4)

Table (3-a3): Std. values for scales responses by the sample

ID Std. ID Std. ID Std. ID Std. ID Std. ID Std.

ID Std. 23 1.2494259 46 0.481543412 69 0.971079384 92 0.768963164 115 0.573572582

1 0.697822701 24 0.980978512 47 0.257261686 70 0.446673156 93 0.493435164 116 0.607521296

2 0.824738284 25 1.081241012 48 0.554298094 71 0.612273817 94 0.469350461 117 0.586482184

3 0.812938845 26 0.49782134 49 0.745031854 72 0.480036231 95 0.465215134 118 0.536584295

4 0.4004828 27 0.944089163 50 0.545955706 73 0.658280589 96 0.593035261 119 0.536584295

5 1.357925386 28 0.924178706 51 0.529332822 74 0.524289259 97 1.19358187 120 0.811749468

6 0.480036231 29 1.287622233 52 0.604332186 75 0.927570199 98 0.554298094 121 0.614243181

7 1.002653484 30 0.571885601 53 0.147441956 76 0.50552503 99 0.785127455 122 0.697822701

8 0.984910305 31 1.37419278 54 0.50552503 77 0.893616654 100 0.383223047 123 1.189324495

9 0.604332186 32 0.665215813 55 0.892264123 78 0.586482184 101 0.417028828 124 0

10 0.540620506 33 0.518731265 56 0.501206274 79 0.473959578 102 0.693656558 125 0

11 1.205662966 34 0.930689838 57 0.632455532 80 0.977278089 103 0.829702234 126 0.4004828

12 0.787584824 35 0.708812711 58 0.206184571 81 0.501206274 104 1.096547062 127 0.4004828

13 0.505046992 36 0.393792412 59 0.795215159 82 0.401085484 105 1.096547062 128 0.4004828

14 0.544183118 37 0.543739068 60 0.643060316 83 0.4004828 106 1.096547062 129 0.556038437

15 0.660844139 38 0.505046992 61 1.153863495 84 0.465215134 107 0.686656817 130 0.956291145

16 0.576931748 39 1.051339151 62 0.467287372 85 0.49782134 108 0.49782134 131 0

17 0.859445951 40 0.717281502 63 0.55080091 86 0.332607906 109 0.505046992 132 0
18 0.488020749 41 0.809663853 64 1.057980941 87 1.041413013 110 0.811749468 133 0.147441956

19 0.340502612 42 1.064354378 65 1.095445115 88 0.206184571 111 0.45311589 134 0.589767825

20 0 43 0.501206274 66 0.566368208 89 0.473959578 112 0.505046992 135 0.761704166

21 0.452582498 44 0.488020749 67 0.766446093 90 0.431265971 113 0.493435164 136 0.493435164

22 0.652383219 45 1.092795909 68 1.033964277 91 0.688062462 114 0.482044759 137 0.491473187

78
ID Std. ID Std. ID Std. ID Std.

138 0.514523371 156 0.737209781 171 0.623222109 189 0.698168757

139 0.627855794 157 0.98122471 172 0.717281502 190 0.688413425

140 0.510753918 155 0.979993099 173 0.700931058 191 0.668475806

141 0.673874083 156 0.737209781 174 0.531609533 192 0.501206274

142 0.66230457 157 0.98122471 175 0.580271467 193 0.82239194

143 0.84241429 158 0.929391261 176 0.503610155 194 0.726316895

144 0.340502612 159 0.976041497 177 0.875043132 195 0.543739068

145 0 160 1.326977605 178 0.83982975 196 0.742433653

146 0.481543412 161 0.473959578 179 0.559934434 197 0.543739068

147 0.284884925 162 0.933799056 180 0.481543412 198 0.821510333

148 0.698168757 163 0.895776456 181 0.481543412 199 0.629392775

149 0.722649446 164 0.86700105 182 0.49782134 200 0.960324019

150 0.842127511 165 1.510030873 183 0.817974404 201 1.094562759

151 1.394260145 166 0.536584295 184 0.536584295 202 1.017717442

152 0.674232432 167 1.122669352 185 0.545955706 203 0.545955706

153 0.757570487 168 0.529332822 186 0.583178033 204 1.190136598

154 0.757570487 169 0.547722558 187 0.617381098

155 0.979993099 170 0.586893895 188 0.525669575

79
 Appendix (5)

The Questionnaire

1. The Questionnaire in English:

80
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82
83
84
85
Questionnaire inArabic:

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87
88
89
90
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