1.6 Significance of the Study The findings from this study may be useful to HR practitioners, senior management of private colleges as well as academics that will not only provide quantitative evidence linking practices of managing talent to organizational performance of private colleges in Malaysia but also to extend a better understanding on how business performance within the private colleges is influenced by the level of practices in managing talent that can be connected through knowledge management. This enables the private colleges to exploit strategic capabilities with the implementation of a more targeted talent strategy in leveraging organizational knowledge as a competitive tool to meet current and future business needs of the educational organizations. The study is also beneficial to academics and researchers who are interested in pursuing the subject and further the research study. With the liberalization of Malaysian higher education sector in 1997, the increased competition in the domestic education market has posed a challenge for private colleges to sustain their business performance over time. A plethora of studies (Lockwood, 2006; Guthridge & Comm, 2008; Iles, Chuai & Preece, 2010; Golshan & Omar, 2011; Joyce & Slocum, 2012) have shown that, regardless of organizational size, business corporations across industry remain competitive and perform better when they adopt a holistic approach to talent management. This is certainly no exception to higher education institutions, particularly when local private colleges are operating in a knowledge-based business environment nowadays rely extensively on an increasing proportion of intangible organizational assets, which are talent and knowledge to succeed in a competitive marketplace (Nilson & Ellstrom, 2012).
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- Summer '17
- Management, Private School