Talent management is a strategic approach that aligns an organisation’s mission, vision, and values with its employees, focusing on employee retention for long-term success.
Objective
The objective of the study is to examine the studies on talent management and retention, helping Oman achieve its goal of building a highly skilled workforce by identifying driving factors and future directions through meta-analysis.
Methods
The study analysed 95 Oman-published articles from 2006 to 2023 for bibliometric analysis and 33 quantitatively analysed publications for meta-analysis. Bibliometric analysis identified the trends, and meta-analysis summarised the correlations between factors and their relationships.
Results
The study found that training, development, performance assessment, motivation, human resource (HR) practices, work environment, and job factors significantly influence employee outcomes and retention. Specifically, factors related to motivation (rc = 0.4945), workplace environment (rc = 0.3548), employees’ jobs (rc = 0.4299), well-being (rc = 0.4899), and human resources policies (rc = 0.4932) all show significant correlations with employee outcomes. Further analysis revealed a significant correlation between employee outcomes and retention (rc = 0.3383), with commitments indicating a negative impact on turnover intentions (rc = −0.4450).
Conclusion
The study explores beyond traditional talent management, identifying nine key indicators that underscore the importance of effective talent management for workforce development, economic diversification, and global competitiveness.
KaliannanMDarmalinggamDDorasamyM, et al.Inclusive talent development as a key talent management approach: a systematic literature review. Hum Resour Manag Rev2023; 33(1): 1–23.
2.
PorkodiSJahanU. Bank employees’ expectations of training programmes in Oman–an exploratory study. Inter J Res Pub2019; 4(3): 92–100.
3.
Al-BusaidiZAAliasRBAlamMN. The influence of human resource management practices on employee performance at private companies in Oman: moderating role of organizational politics. Rev Inter Geo Educ Online2021; 11(12): 1667–1683.
4.
PorkodiSAl-ZawaidiAMAl-MuharbiAM, et al.Impact of Covid-19 HRM challenges on HRM practices for routing the post pandemic: a study with special reference to oil & gas companies in Oman. Adv Soc Sci Res J2021; 8(9): 239–246.
5.
MustafaMAlzubiFKBashayrehA. Factors affecting job performance of teaching and non-teaching staff in higher education levels in Oman. Ilk Online2021; 20(5): 2310.
6.
AlAbriISironRBAlzamelS, et al.Assessing the employees’ efficiency and adaptive performance for sustainable human resource management practices and transactional leadership: HR-centric policies for post COVID-19 era. Front Energy Res2022; 10: 1–15.
7.
PandayPKaurG. Talent management and employee retention practices: a systematic literature review and future agenda. The journal of contemporary issues in business and government2021; 27(3): 2895–2914.
8.
AlHM. Development of framework for talent management in the global context. Open J Bus Manag2021; 9(4): 1771–1781.
9.
Al MarhoobiSTarikAT. The impact of human resource management on the performance of government institutions in the Sultanate of Oman. Revista Cercetare şi Intervenţie Socială2018; 61: 104–121.
10.
FarzahKHusinNA. Talent management and organizational performance in Oman Government Hospitals. Int J Account2022; 7(40): 196–211.
11.
DemeroutiEBakkerABNachreinerF, et al.The job demands-resources model of burnout. J Appl Psychol2001; 86(3): 499–512.
12.
StroberMH. Human capital theory: implications for HR managers. Ind Relat1990; 29(2): 214–239.
13.
DurrahOChaudharyMGharibM. Organizational cynicism and its impact on organizational pride in industrial organizations. Int J Environ Res Publ Health2019; 16(7): 1–16.
14.
NoorZNayazNSolankiV, et al.Impact of rewards system on employee motivation: a study of a manufacturing firm in Oman. Int J Bus Manag Future2020; 4(2): 6–16.
15.
Al SabeiSDLabragueLJMiner RossA, et al.Nursing work environment, turnover intention, job burnout, and quality of care: the moderating role of job satisfaction. J Nurs Scholarsh2020; 52(1): 95–104.
16.
Al ShamsiIRAlsinaniS. A study of organizational factors and employee retention: the case of Ministry of Civil Service in Oman. J Acc, Bus Finan Res2018; 3(2): 75–82.
17.
ImranRAllilK. The impact of organizational justice on employee retention: evidence from Oman. Int Rev Manag Market2016; 6(2): 246–249.
18.
PorkodiSSrihariSVijayakumarN. Talent management by predicting employee attrition using enhanced weighted forest optimization algorithm with improved random forest classifier. Int J Adv Technol Eng Explor2022; 9(90): 563–582.
19.
SanyalSHisamMW. Impact of training and development on the performance of employees-A comparative study on select banks in sultanate of Oman. Inter J Sci Res Manage2018; 6(03): 191–198.
20.
Al BalushiAKThumikiVRNawazN, et al.Role of organizational commitment in career growth and turnover intention in public sector of Oman. PLoS One2022; 17(5): 1–39.
21.
AbdullahMMIslamR. Employee motivational factors: a comparison between Malaysia and Sultanate of Oman. J Global Bus Adv2012; 5(4): 285–306.
22.
AlbalushAADeveshS. Employees motivation for better job performance: importance of financial and non-financial incentives in banking systems? Case of Oman. QScience Connect2023; 2023(1): 1–9.
23.
AtiyaTMHusseinMARawasNA. The impact of trust in the leader as a mediating variable between the moral integrity of the leader and job engagement: a field study in public sector institutions in Sultanate of Oman. Inter J App Eco Finan Acc2023; 16(2): 127–140.
24.
Al-AsfourARajasekarJAl MashrafiA. Fostering organisational dynamic by promoting creativity of employees in the public sector. Int J Innov Creat Chang2020; 12(7): 150–172.
25.
KhanS. Predictors of organizational commitment: an empirical evidence from FMCG sector in Oman. Open J Soc Sci2022; 10(6): 61–73.
26.
PorkodiSTabashBK. Reforming the activities of leaders for professional level employee engagement: a blue ocean leadership approach. J Info Know Mgmt2022; 21(Supp02): 1–22.
27.
Al SabeiSDAl‐RawajfahOAbuAlRubR, et al.Nurses’ job burnout and its association with work environment, empowerment and psychological stress during COVID‐19 pandemic. Int J Nurs Pract2022; 28(5): 1–10.
28.
AlbashayrehAAl SabeiSDAl‐RawajfahOM, et al.Healthy work environments are critical for nurse job satisfaction: implications for Oman. Int Nurs Rev2019; 66(3): 389–395.
29.
MohamedNAAl-QasmiAAl-LamkiS, et al.An estimation of staffing requirements in primary care in Oman using the Workload Indicators of Staffing Needs method. East Mediterr Health J2018; 24(9): 823–829.
30.
Al-MaskariMADupoJUAl-SulaimiNK. Quality of work life among nurses: a case study from Ad Dakhiliyah Governorate, Oman. Sultan Qaboos Univ Med J2020; 20(4): 304–311.
31.
SaleemIQureshiTMVermaA. Task challenge and employee performance: a moderated mediation model of resilience and digitalization. Behav Sci2023; 13(2): 1–10.
32.
Al-HamadiABBudhwarPSShiptonH. Management of human resources in Oman. Int J Hum Resour Manag2007; 18(1): 100–113.
33.
UmarTEgbuCWamuziriS, et al.Briefing: occupational safety and health regulations in Oman. Proc. Inst. Civ Eng: Manag Procure Law2018; 171(3): 93–99.
34.
DurrahO. Injustice perception and work alienation: exploring the mediating role of employee's cynicism in healthcare sector. J Asian Finan Eco Bus2020; 7(9): 811–824.
35.
GharibMAllilKDurrahO, et al.Do different types of organizational trust matter to employees’ commitment? A case study from Oman. Hum Syst Manag2021; 40(6): 885–895.
36.
VicencioJR. Perceived human resource management practices and demographic profile of staff at private higher education institutions in Oman. Asia-Pacific J Manage Res Innov2021; 17(1-2): 71–84.
37.
KempLJMadsenSR. Oman’s labour force: an analysis of gender in management. Equal Divers Incl2014; 33(8): 789–805.
38.
AghaKAzmiFTIrfanA. Work-life balance and job satisfaction: an empirical study focusing on higher education teachers in Oman. Int J Soc Sci Humanit2017; 7(3): 164–171.
39.
Al HaziaziMMuthuramanSAl YahyaeiN, et al.Influence of HR digital transformation in the cognitive technology era of the sultanate of Oman. In: 2021 7th International Conference on Information Management (ICIM). IEEE, 2021, pp. 123–127.
40.
BelwalSBelwalRAl-HashemiSE. Family friendly policies and the Omani Labour Law: what it entails for women employees in Oman. Emp Relat Int J2020; 42(2): 315–348.
41.
KatouAABudhwarPSWolduH, et al.Influence of ethical beliefs, national culture and institutions on preferences for HRM in Oman. Pers Rev2010; 39(6): 728–745.
42.
MoideenkuttyUMurthyYSAl-LamkyA. Localization HRM practices and financial performance: evidence from the Sultanate of Oman. Rev Inter Bus Strat2016; 26(3): 431–442.
43.
Al HaziaziM. Impact of E-HRM system on Organizational performance in the sultanate of Oman. Int J Manag2020; 11(8): 446–458.
44.
MoideenkuttyUAl‐LamkiASree Rama MurthyY. HRM practices and organizational performance in Oman. Pers Rev2011; 40(2): 239–251.
45.
Al MashrafiKA. The influence of e-HRM practise (e-HRM importance and courts system) towards employee performance in primary courts of Sultanate of Oman. Inter J Manage Human Sci2020; 4(3): 1–13.
46.
PageMJMcKenzieJEBossuytPM, et al.Updating guidance for reporting systematic reviews: development of the PRISMA 2020 statement. J Clin Epidemiol2021; 134: 103–112.
47.
ZhaoYLlorenteAMGómezMC. Digital competence in higher education research: a systematic literature review. Comput Educ2021; 168: 104212.
48.
AL-SinawiSPiawCYIdrisAR. Factors influencing the employees’ service performance in Ministry of Education in Sultanate of Oman. Proced Soc Behav Sci2015; 197: 23–30.
49.
IsaMFUgheokeSONoorWS. The influence of organizational culture on employees' performance: evidence from Oman. J Entre Bus2016; 4(2): 1–12.
50.
SalimASulpheyM. Performance of supply chain management and digitalization of human resource information in SMEs. Uncertain Suppl Chain Manage2021; 9(2): 277–282.
51.
AzeemSM. Job satisfaction and organizational commitment among employees in the Sultanate of Oman. Psychology2010; 1(4): 295–300.
52.
SaadouliNAl-KhanbashiM. Evaluation of factors affecting employee performance: the case of government employees in Oman. Manage Sci Lett2021; 11(5): 1443–1450.
53.
KhanTMishraGP. Promotion as job satisfaction, a study on colleges of muscat, sultanate of Oman. Eur J Bus Manag2013; 5(5): 56–62.
54.
TumatıRAl YousfıMD. Reward system and job satisfaction among employees in the hotel industry in the Sultanate of Oman. Res J Bus Manag2023; 10(1): 19–28.
55.
DalluayVJalagatRAl-ZadjaliAK, et al.The impacts of job satisfaction on employee turnover: a case study of Oman Air in Sultanate of Oman. Eur Acad Res2017; 5(1): 1–45.
56.
ImranRAllilKMahmoudAB. Teacher’s turnover intentions: examining the impact of motivation and organizational commitment. Int J Educ Manag2017; 31(6): 828–842.
57.
Al HabsiAHFarhanaNKarimAM. Impact of HR practices on employee retention in oil and gas industries of Oman. Soc Sci2021; 11(9): 1520–1530.
58.
Al-AlawiMH. Retention of academic staff in the higher education sector: analysis of Omani Colleges and Universities. In: CPS Forum, 2020, pp. 142–161.
59.
SerhanCNehmehNSioufiI. Assessing the effect of organisational commitment on turnover intentions amongst Islamic bank employees. ISRA Inter J Islam Finan2022; 14(2): 141–156.
60.
Al-sadiASBKhanFR. Examining turnover issue in the construction companies of Oman: employees’ perspective. Human Soc Sci Rev2018; 6(2): 52–63.
61.
BiswasTMäkeläLAndresenM. Work and non-work-related antecedents of expatriates' well-being: a meta-analysis. Hum Resour Manag Rev2022; 32(3): 1–16.
62.
CooperHHedgesLVValentineJC. The Handbook of research synthesis and Meta-analysis 2nd edition. Russell Sage Foundation, 2009, pp. 1–615.
63.
SaadouliNAl-KhanbashiMY. Factors affecting performance of government employees in Oman. Int J Manag2020; 11(11): 714–722.
64.
PalalićRKhanGMRamadaniV, et al.Mediation effect of organisational leadership on internal business environment and organisational commitment: insights from Oman. Middle East Journal of Management2023; 10(2): 203–224.
65.
HameedFQayyumAKhanFA. A new trend of learning and teaching: behavioral intention towards mobile learning. J Comput Educ2024; 11(1): 149–180.
Supplementary Material
Please find the following supplemental material available below.
For Open Access articles published under a Creative Commons License, all supplemental material carries the same license as the article it is associated with.
For non-Open Access articles published, all supplemental material carries a non-exclusive license, and permission requests for re-use of supplemental material or any part of supplemental material shall be sent directly to the copyright owner as specified in the copyright notice associated with the article.
