The Talent Management and Strategic Perspectives of Their

Preoccupation and Commitment in High Research Institutions

BISLIM LEKIQI1, AFRIM LOKU2, EMIN NEZIRAJ3

Abstract:- The aim of paper is to investigate the influences of elements (fluctuation, employee reward system and

on talent created and negative the statute of the new worker p=-,140. The main recommendation of articles is

compilation of the unifying human resources development strategy in all scientific institutions, compilation of the

strategy for talent management in all scientific institutions., creation and application of government institutions for

the supervision of talents.

Key-words:- talent, management, hrm, resources, satisfaction, turnover.

talenton respectively from the Latin word talentum,

which in the source of the word itself means the

measurer of a gold coin. Therefore, the one who had

talent means that he was an individual with special

weight or characteristics, showing strong feelings in

any of his actions. Of course, in Hellenic Greece,

talents were distinguished in artistic activities where

their talent prevailed over others, creating works of

various artistic types [1]. So, based on the values of

artistic works, their talent has also been measured.

work from a simple worker, while today by the word

talent we mean the individual who possesses special

individuals, i.e. individuals who have great skills in

the implementation and performance of defined work

obligations and tasks [2].

Talented individuals, who possess special skills and

talents, perform effectively in the workplace. Talent

consists of those individuals who make possible a

positive difference in organizational performance

through their contribution. Talent management is the

process through which talented individuals are

identified, developed, recruited, supported and

integrated strategies or systems designed to increase

productivity in the workplace, therefore the process

of talent management means the development,

preservation and use of human resources,

respectively people with the necessary skills and

abilities, to meet the needs and an organization's

grown and has been given special importance both in

the literature and in organizational practices [4].

In their research, have estimated that "the success of

the organization cannot be defined in a concise

manner" without also using the talent management

process. Therefore, the exact meaning of the term

"talent management" is still not precisely defined,

due to confusion regarding the many definitions,

terms and assumptions made by authors who have

Today the term talent management, as a broader

concept, is known to attract, retain and develop

talent), and it is important for two reasons: first,

talent management enables institutions or

organizations to successfully attract, retain and

develop talent for their needs and requirements. The

second reason is that talent management should

become an area of employee action within the

organization [6].

Institutions as well as other public and private

the organization, where the optimal solution to the

created situations is required. In relation to scientific

institutions, the individual must have this necessary

additional skill, and one of them is having talent to

work in scientific institutions, so when he is recruited

in scientific institutions and tested for talent, first of

all we must notice if the person is talented to be part

of scientific institutions [7].

The role of scientific and academic research is

inevitable in improving academic success in every

university, institute and why not even for the state.

According to Wall, a successful organization is one

of organizational success, and as such they provide

answers regarding the development of talent skills,

which is considered a key success factor in any

organization. So, human resources departments, in

addition to solving specific problems related to

human resource problems, should also choose the

problems related to the selection of the right talents

and able to cope with the situations that bring about

the success of the institution or organization. In order

to solve problems related to organizational success,

way to do this is to directly improve the performance

of the organization. This is accomplished by

effectively managing talent, which would directly

impact HR strategies, as well as a host of other

professional activities, adding value to the impactful

effectiveness of HR development.

According to some general theories, which are

related to the HR management approach, there is a

consensus that talent plays a much larger role in

determining organizational success. However,

be noted that often business objectives are not related

to individual competencies, but this is another

problem of any organization and has nothing to do

with engaging talented individuals

The main focus of this paper is the study regarding

the effects of talent management as an influencing

factor in the success of the scientific institutions of

the Republic of Kosovo.

Therefore, the main question in this paper is:

employee reward system and career management)

within the talent management strategy in scientific

institutions.

The paper will be limited to two aspects, the

theoretical aspect and the research aspect. In theory,

the limitation will be only in focusing on the effects

of talent management, which includes talent career

development and hiring management of new and old

talent. Whereas, the other definition is the research

one, where the study will be defined only in scientific

and research institutes of the Republic of Kosovo.

has shown his concern in the recruitment of talented

employees, due to the loading of labor markets. Since

then the field of study of talent management has

grown and has been given special importance both in

the literature and in organizational practices. [5]

The mission of human resources is to provide added

value to the services of staff in the organization, but

providing these values also has difficulties in

fulfilling the mission. These difficulties appear when

of talent retention and engagement. [6]

The responsibility of HR in relation to talent

management is to identify the necessary investments

in talent design and development, of course counting

on the return on investment from talent in the

organization. [11] HR should assess the ability of

decentralized leadership in the organization,

implementing the actions needed to close gaps in

talent identification [7].

HR's responsibility in relation to talent management

identification.

Process Perspective and preoccupation: Perspective

is not a process that proposes the inclusion of all the

processes needed to select people within an

organization. This perspective believes that the future

success of the organization is based on having the

right talents - and means that the organization uses

the management and education of talent every day in

the life of the organization as part of the ongoing

in the principle that talents are necessary for

achieving organizational success. This can best be

seen, where each individual can be dependent on his

talent in achieving success, due to the nature of the

market in which they operate and also this is typical

for organizations operating in the labor market [13] ,

where within it the tasks are divided on a basis that

implies the performance of its tasks [9].

Competitive Perspective and nominal commitment:

Competitive perspective does not propose that talent

2.1 Talent Career Development and

Satisfaction at Work

In everyday speech the word "career" is used in

of view, the subjective one, career consists in:

changing the values, attitudes and motivations that

occur as a person gets older.

As can be seen, both of these perspectives focus on

many connotations. Sometimes having a career is

only used for someone who has a profession or

whose professional life is well structured and

involves steady advancement. But if we think of

career as being something that every individual will

consider as steps or stages of getting a job, then

everyone has a career and that career is "anchored"

by the person's own image in terms of competencies,

motives or his / her values [12]. One might consider

this as an “inner career” simply to distinguish it from

organization to move forward through that job.

Talent planning and career development has become

a big business today, for several reasons [12]:

of work life and to the planning of individuals' lives.

opportunities for advancement.

them. Career planning does not only focus on

promotion opportunities, as the current work

environment has limited many of these opportunities

[13]. At some point, career planning should focus on

achieving success that does not necessarily mean

promotion.

For years, researchers have tried to identify the main

tasks that an individual performs during his or her

working life and to organize these tasks at different

career stages, as early, middle and late stage [17]s. A

large number of models have been proposed, but

their accuracy has not been made possible to prove.

There is little agreement on the fact that career stages

can analyze by observing a very large number of

organizations and jobs, is the division of career

stages in general in these intermediate periods [9]:

1. pre-career period, ie the choice of a field

or educational preparation for entering a career;

2. formal training in the chosen field or

workplace;

3. entering a workplace or organization;

4. period of learning, training and

socialization;

7. tendency towards administration,

management or other forms of becoming a "leader"

and 8. gradual disengagement, part-time work

and retirement [11].

In this paper the research area will be the effect of

talent management, as one of the HR strategies,

which affects the success of organizations and as the

masterful part of the science of human resource

their loyalty to work affects the turnover of

employees in the organization [16].

HA0- Institutions that do not possess the

elements (satisfaction, preoccupation and loyalty of

employees) of the talent strategy affect the turnover

of employees of scientific institutions. or the

assumption alternative

(satisfaction, preoccupation and loyalty of

employees) of the talent strategy affect the turnover

of employees of scientific institutions.

reward system, which in itself possesses the

beneficial elements, it can be concluded that this

system affects SMT and as such organizations are

better positioned in the competitive environment.

statistical data, but an important part of this study is

done between the analysis of the results and the

testing of the hypotheses between the empirical

analysis of the econometric model for testing the

connections that we will build. Many hypotheses

were thrown at the beginning of this chapter, which

will be interpreted according to the selected model,

which is regression analysis.

In support of the selection of this econometric model

for data processing and hypothesis testing, the

following table reflects different studies that have a

study object similar to the object of this study, that

have similarities in the data and the form chosen by

the researcher for their collection. Thus, perceptual

data were used by these authors, which used the same

econometric model that was chosen to be used in this

study, the simple linear regression model and the

multiple linear regression model according to the

least squares method (OLS).

This chapter first provides an answer to the question

of why research and scientific institutes were chosen

development.

questionnaires, is 179 respondents. Based on the

cluster method, this number corresponds to the

sample number and population. Before checking the

goals of the research, the indicators of the variables

measures was measured, where the results show how

many employees there are in this institution on

average, are moderately satisfied with work and show

a pronounced preoccupation with work and loyalty to

the organization, which is characterized by a weak

normative fidelity.

normal. (Zzad = 0.975, Zzaok = 0.737, Zafod =

1.041, Zinstod = 1.498, Znormod = 0.774; p <0.05).

Table 1 shows the results of the t-test in measuring

job satisfaction, work preoccupation, and the three

dimensions of loyalty to the organization.

Table 3. Results of job satisfaction, work preoccupation and loyalty to the organization regarding the status of

The results show that there is a statistically

significant difference between employees of public

and private institutions in their preoccupation with

work, as well as in the three dimensions of loyalty to

the organization. In this research, employees of

public institutions showed low levels of

preoccupation with work, as well as less emotional,

important and normative commitment to the

Organization with Work Success

The second problem was to study the relationship of

job satisfaction, job preoccupation and loyalty to the

organization and the job performance of employees,

as well as the goals of leaving the organization. To

answer this problem, the correlation coefficient

between these variables was calculated for each

was determined, determining the relative contribution

of each of these determinants in predicting the

employment of talent and the purpose of the

employed talent. to leave the organization. Although

the Kolmogorov-Smirnov test showed that the

distribution of performance results and the intention

to leave the organization deviates from the normal

distribution (Zr.u. = 1.79, p <0.01, Zn.no = 2.59, p

working for the entire sample of respondents. From

the beginning it has been established that there is a

eliminated.

Based on the population sample, it can be observed

that the variable preoccupation with work as well as

job satisfaction plays a special role in keeping

talented employees in the respective organization

with a correlation force between 0.511 to 0.777 in the

correlation of commitment to work. Also, the job

satisfaction variable affects almost every correlation

of the research work variable, ranging from 0, 004 to

apparent and are due to the association of forecast

and criteria with a third variable, which are length of

4.2 The Relation between Turnover Talent

and Job Satisfaction, Work Preoccupation

and Loyalty to the Organization

To obtain more detailed information about the

predictive validity of job satisfaction, job

preoccupation, and loyalty to the organization in

relation to their performance in the organization,

regression analysis was conducted across the sample

of respondents. Regression analysis includes all the

variables mentioned earlier, as the determinant

category, where it is shown that this determinant

group possesses 22% of the accuracy variance.

It can be concluded that there is a clear possibility of

employee turnover in the studied organizations,

where the finding is completely accurate for each

target subject of variables research.