.

.

2556

HiPPS

.. 2546 8 9 ..

( . )

2556

HiPPS (High Performance and

Potential System) .. 10 ..2546 1) 2) 3) 5 r .312- .797

.835-.909 3 109 96 100 5 9-19 1) 3 2) 48 83 66 3) 4)

: HiPPS

Effective Improvement of Talents Management for

Continuing of Managing Government

By Ungsinun Intarakamhang

Narisara Peungposop

Behavioral Science Research Institute, Srinakharinwirot University

Abstract

The Talent Management System or the HiPPS (High Performance and Potential System)

was developed by the Office of the Civil Service Commission (OCSC) for 10 years

since 2003 in Thailand. The purposes of this mixed methods research were 1) to develop

of the causal relationship models of the effective talent management, 2) to investigate the

percent of predict in each group, and 3) to study the current situation and to investigate

strategies to improve the talent management to ensure continuity in government

administration. The data were collected from five rating-scale questionnaires which the

total -item correlation had been .2-.7. and is .835-.909. The sample size were 109

talents, 96 coaches, and 100 human resource (HR) staffs who are responsible for the

HiPPS system. Data was analyzed by LISREL and content analysis from 9-19 key

persons in each 5 group such as executives, coaches, talents, HR staffs and former talents

groups. The results indicated that 1) the causal relationship model of effective talent

management for all groups were consistent with an empirical data at a strong level, 2)

the person and work environment factors had positive effect and could be predicted in

all groups regarding effective talent management for 48 percent in the talent group, 83

percent in the coaching group and 66 percent in the HR staff group, 3) the person and

work environmental factors that influence the effective talent management, found that

there are seven factors that impact in a positive way and two factors, such as positive

attitudes toward the talent management, and organization commitment were a major

factor that impacted directly positive influence on effective talent management, and 4)

the problems of the effective talent management were 4.1) the executives didnt

understand HiPPS or often change their executives , 4.2) the talents could not rotate as

EAF framework and low effective coach system, 4.3) the talent development plan didnt

clear and not support from organization. So, strategies of effective improvement should

organize for administrative procedure as talent identifying, talent development, talent

monitoring and evaluating, talent rewarding and performance management to share

knowledge and innovation for continuing of public sector development.

Keyword: talent management; government administration; high performance;

high potential; HiPPS system

1 ....................................................................................................................... 1 ................................................... .............................. 1 .............................................................................................. ............. 3 ......................................................................... ................................ 3 ................................................................ ........ 4 ...................................................................................... ............ 4 .............................................................................................. ............. 4 ............................................................................................... ............. 5 ................................................................................................... ...... 6 .................................................................................... ........... 10 ............................................................................................... ............ 14 ............................................. 14 2 ............................................................................ 15 1 .................................................................... 15 .................................................................. 15 ................................................................. 17 ................................................................................. 17 .............................................................. 19 ...................................................................... ........ 25 2 ................................................................ 49 .................................................................. 49 ................................................................................ 50 3 ....................................... 52 52 53 55 60 61 64 67

()

68 71 4 ................................................................. 77 78 81 3 ............................................................................................ 86 1 ....... 86 2 ................................................

89

.................................................................................... 91 ........................................................................................................... 93 4 ............................................................................. 96 1 98 2 ............................................................... 102 3 .................................................................... 108 4 ................... 117 5 ............................................................... 137 1 ............................................................................... 137 2 .................................... 150 3 .............................................................

153

6 ......................................................................... 158 161 162 173 ................................................................................................................... .............. 185 ................................................................................ ...................................................... 196 ........................................................... 197 ............................... 208 ....................... 219

1 Talent (Talent Management Activities) ASTD 19 2 5 Talent 20 3 28 4 Talent (Star) 32 5 Talent management 38 6 45 7 4 46 8 47 9 27 48 10 91 11 92 12 98 13 (n = 109) 99 14

(n = 100) 99 15 (n = 96) 100 16 (n=109) 100 17

(n = 100) 101 18 (n=96) 101

19 (Normal Curve) (M) (SD) (%CV) (Sk) (Ku) P-value (n=109) 102 20 (Normal Curve) (M) (SD) (%CV) (Sk) (Ku) P-value (n=100) 103

()

21 (Normal Curve) (M) (SD) (%CV) (Sk) (Ku) P-value (n=96) 104 22 (n=109) 105 23 (n=100) 106 24 (n=96) 107 25 (n=109) 110 26 (n=96) 113 27 (n=100) 115 28 118 29 162 30 5 162 31 172 32 183

1 11 2 11 3 12 4 12 5 13 6 13 7 Talent Management 20 8 21 9 23 10 Talent management Model 37 11 93 12 109 13 112 14 115 15 131 16 131 17 132

()

18 132 19 133 20 133 21 134 22 134 23 135 24 135 25 136 26 136 27 173 28 182

1

1

( ..) 6

23 2554 8

... .. 2551

(.. 2552 2556) 2 (Workforce Renewal) (Succession Plan) (Successors Talent Inventory)

2

.. .. 2546 ( Talent Management) HIPPS (High Performance and Potential System) (Recruit) (Develop) (Motivate) (Retain) (Workplace Learning)

13 2555 ..

(Country Strategy) (Internal Process) ..

(Talent Management) (Talent) (Star) (Competency) (Potential) 3-10 ( , 2552; , 2551) (Retention) (Talent management) (Succession planning) (Career development) (Management development)

3

(Performance management) ( , 2554; , 2556) (2554) 4 ASTD, Tower Watson, Mercer Success Factors (Tarique & Schuler, 2010) (Global Talent Management- GTM) .. 2000-2009 GTM 4 1) GTM 2) GTM 3) 4) GTM Talent

1.

3

2. 3

4

3. 3

4.

..

1.

2. / 3. ..

(Mixed Methodology)

(Explanatory Research) (Causal Model) (Case Study)

HiPPS (High Performance High Potential System) 5 1) 2) 1 153 3) 200 4) 3 8 HiPPS .. 2551 -2556 300 5) (Career Paths) 20

(Tabachnick & Fidell, 2001)

5

10 1 9 90 100 90 2

1. 3 1) 96 2) 109 3) HiPPS 100

2. 5 1) 14 2) 18 3) 19 4) 13 5) 9

(High Performance and Potential System: HiPPS) (High Performance) () (High Potential)

(Planning) (Recruiting & Selecting) (Developing) (Monitoring & Evaluating) (High Performance and Potential System: HiIPPS) ..

(Talent) (High Performance and Potential System : HiPPS) (Talent)

6

(New wave) () .. HiPPS 8 .. 2449-2556 540 153 HiPPS 1-4 8

(Coach) (Role Model) (Experience Accumulation Framework :EAF)

(Staff or personnel official group) (High Performance and Potential System: HiPPS)

3

1)

7

2)

3)

.. (2553) 5 1 5

3 5 1 5

2 , (Rizzo, House, & Lirtzman, 1970: 155 , 2548) 5

8

1 5

(Torrance, 1965: 79) 5 1 5

(2542) (2548) (Costa, & McCrae, 1992) 5 1 5

(Minnesota Satisfaction Questionnaire MQS) 3 5 1 5

3 (Mayer, Allen & Smith, 1993 : 544) 5 1 5

9

5 1 5 3 (Schaefer et al., 1981) 5 1 5

(Organizational Socialization) (Work socialization) (Professional socialization) (Organizational socialization) (Yung, 1994: 19) 5 1 5

10

(Organizational Socialization) (Work socialization) (Professional socialization) (Organizational socialization) (Yung, 1994: 19) ( , 2545 ; , 2545 ; Heck, 1995 ; Jewell, 1998 citing Ostroff ; & Kozlowski, 1993) ( , 2537 Sake, 1996) (Jewell, 1998) (Muchinsky, 2003) (Tarique & Schuler, 2010) 360 1- 6

11

1

(Research Framework: Effects of Person and Work Environment Factors Related Effective Talent Management in Talent Group)

2 (Hypothesis model: Causal relationship model

of effective Talent management in Talent group)

- - -

- - -

- - - - -

12

3

(Research Framework: Effects of Person and Work Environment Factors Related Effective Talent Management in Coach Group)

4

(Hypothesis model: Causal relationship model of effective Talent management in coach group)

- - -

- - -

- - - - -

13

5

(Research Framework: Effects of Person and Work Environment Factors Related Effective Talent Management in Personnel Official group)

6

(Hypothesis model: Causal relationship model of effective Talent management in personnel official group)

- - -

- - -

- - - - -

14

1.

3

1.1

1.2

1.3

2. 3

15

2

4

1 2 3 4

1 (Talent management)

( ,

2554) Talent management Talent Talent management

Cambridge University Press ( , 2548) Talent Christopher Mumford ( , 2552) (2548)

16

(2556) A 10 IQ 130 55 /

.. (2555)

(Talent) (High Performance and Potential System : HIPPS) (Talent) (New wave) () ..

Talent management ( , 2552; , 2551) ( , 2554) (2552)

(2555) 5

17

(Talent) (Star)

(Competency) 3-10 ( , 2552; , 2551) (War of Talent) Competency ( , 2551)

(2555) (Talent pool)

(Talent management)

18

(Succession planning) (Career development) (Management development) (Performance management) ( , 2554) (2556) (Career path) (Succession planning) (Retention) 4 1 2 3 1 4 (Talent pool) 3

(2554) 4 ASTD, Tower Watson, Mercer Success Factors ASTD Tower Watson 3 Mercer 3

19

Success Factors

(Retention Strategy)

HR ASTD: American Society for Training and Development ( . 2554: 19 ASTD) Talent

1 Talent (Talent Management Activities) ASTD

1. (Performance Management) 63.7 2. / (Learning/Training) 61.7 3. (Leadership Development) 59.1 4. (High-potential Employee Development) 52.8 5. (Recruitment) 43.2 6. (Engagement) 40.0 7. (Compensation and Rewards) 39.9 8. (Succession Planning) 39.2 9. (Career Planning) 34.8

4 ASTD, Tower Watson, Mercer Success Factors 5 Talent Talent

20

2 5 Talent ASTD Tower Watson Mercer Success Factors

1. (63.7%)

1. Talent (66%)

1. (29%)

1. Talent (63.3%)

2. / (61.7%)

2. (57%)

2. (28%)

2. Talent Talent (60%)

3. (59.1%)

3. (55%)

3. (20%)

3. Talent (49.4%)

4. (52.8%)

4. (55%)

4. (19%)

4. (41.2%)

5. (43.2%) 5. (54%)

5. (19%)

5. (27.7%)

: (2554 : 30)

(2554 : 30) Talent 4 1) Talent (Identify Talent) Talent Competency Model 2) Talent (Developing Talent) Competency (Career Development Plan) (Succession Planning) 3) Talent (Evaluation Talent) Competency Talent 4) (Rewarding Talent) Talent

7 Talent Management ( , 2554)

1: Identify Talent

2: Developing Talent

3: Evaluation Talent

4: Rewarding Talent

21

Mercer (Phongpiboon Sak-Udomkajorn Wittapon Jawjit, 2009) 8 Identify Attract Integrate and measure Develop Motivate and retain

8 (Phongpiboon Sak-Udomkajorn & Wittapon

Jawjit, 2009) (2555) 5 (Competency modeling) (Assessment model)

Attract

Intergrate and Measure

Develop

Identify

Motivate and Retain

22

(Succession plan) (Coaching and mentoring) (Action-based learning) (Retenting and rewarding)

(Global Talent management) 1 -2

(Global Talent management: GTM)

(GTM) ( IHRM) (GTM) GTM Lewis Heckman (2006) Talent management 3 1) 2) 3)

23

(Tarique & Schuler, 2010) (GTM) .. 2000-2009 GTM 4 1) GTM 2) GTM 3) 4) GTM 4 9

9 (Tarique & Schuler, 2010)

(Tarique & Schuler, 2010) GTM 1) (Globalization): 2) (Demographics) 2 3) -: 1) (Regioncentrism): GTM challenges EU NAFTA ASEN

GTM

GTM

HR

24

2) International strategic Alliances: (Top level Talent) 3) Required competencies :

1) :

2) : (Caligiuri, 2000) Talent

3) IHRM 1. 2. MNEs Talent

25

GTM GTM

GTM IHRM GTM IHRM 3

1) HR 3 Talent management scorecard Talent HR HR Talent management matrices Talent metrics Talent metrics Talent Individual Talent Scorecard Talent Talent base scorecard Employer of choice

2) GTM MNEs MNEs IHRM

3) Talent

26

(Siam Cement Group: SCG) (http://www.scg.co.th/th/ 01corporate_profile/)

4 4

. . 2015 4 600 5

Drawing Your Career with SCG Career Camp Top Ten University Recruitment 10 2 Business Knowledge Leadership Skills 0.19 . . 2550

27

Advance Management Program (AMP) Executive Development Program (EDP) EDP

(Empowerment) (Merit System) (Fairness) (Best recruit and retain) (Training and development) 2 (Management Level) (Supervisory Level) (Operation Level) - 360

Systematic Approach Informal Approach Systematic Approach Informal Approach (Competency Based Management)

28

(2552) 5 5 1) () 2) CISCO 3) () 4) () 5) ()

3 ( , 2552)

()

Promotion from within 2 ALPC 1) Attitude and Acceptability 2) Learn ability 3) Performance Potential 4) Competency Leadership modeling and assessment

PPGA (Performance and Potential Grid Analysis) star HIPO

29

PPGA (Performance and Potential Grid Analysis) star HIPO

short term experience

CISCO Pathfinder

Buddy system E-learning

Risk pay

E-learning

30

1 3

()

Talent pool Star inventory 7 50 4

HR 6 Talent pool

Fast track

Talent pool

()

Cementhai Career Choice

Merit increase,

31

Promotion from within (Performance) (Competency) (Potential) 3-4 GPA 3.0 3 Project assignment Young Talent

(Stretch assignment), (Project assignment), (Short-term experience), (Job rotation), (Job enrichment), (Job enlargement), (Self-development)

Promotion adjustment, Salary adjustment, Variable pay

()

32

5 KTB (Krung Thai Bank) Talent 3 ( , 2555: http://www.gotoknow.org/file/neoindust/KTB+TALENT.doc)

TALENT TALENT HP High Performance High Potential 4

4 Talent (Star) ( , 2555)

33

Talent Star High Performance High Potential High Performance Multi-Skill

KTB Talent

1) 2) 3) 4) 5) 6) /

KTB Talent 1) 45 .. 2545-2548 48 T-score 60 2) ) ( 3) 4) 5) ( CU-TEP KTB 60 ) ( CU-BEST KTB 200 ) Psychometric Test () 6) 7)

KTB Talent Talent

34

Talent 1) (Individual Career Development Plan) Talent 2) Talent

Talent Talent (Performance agreement) Talent Talent Talent Talent Talent Talent Career Path (Fast track) Talent Talent

Talent Talent

35

KTB Talent 1) 2) Performance Potential 3) 4) 5) Talent Unsatisfactory Performer 2 6)

(2552: ) Talent management .. 2552 (Talent Group) (high Performance) (High Potential) (Organizational Asset) Talent management 1) 2) Talent management (Sourcing) (Screening) (Selection) Deployment) (Development) (Retention) 1. / (Talent Block / Template) 1.1 ( 90 ) 1.2 3 ( ) 1.3 1.4 2. (Identification of Talent)

36

2.1 2.2 2.3 / / 2.4 3. SNQIC - Young generation (Y group) 5-10 - Middle generation (M group) 11- 20 - Senior generation (S group) 21 4. 1 () 300 ( 430 ) 1 5. 2 6. (Training development of Talent) 6.1 6.2 1 7. (recognition) Incentive) 7.1 Succession plan 7.2 7.3 7.4 1) 2) 3) 4)

37

1) 2) 3)

10 Talent management Model (2555: )

Siemens ( , 2553 www.siemens.co.uk) (Siemens)

500,000 (People excellence)

/

(Retention)

(Successors)

http://www.siemens.co.uk/

38

Talent management Talent management (Siemens Leadership Excellence Programme: SLE) Talent management Talent management 2

1. (Job enrichment)

2. (Job enlargement) (www.siemens.co.uk)

Talent management Talent management (Schweyer, 2004; McGoldrick et al, 2005: online) 5

5 Talent management (Schweyer, 2004; McGoldrick et al, 2005: online)

39

/ 1. (Sourcing)

jobtopgun.com, headhunter.com

2. (Screening and selection)

3. (Deployment )

4. (Development) (Gap)

5. (Retention)

1.

2.

3.

4.

40

/

(2554)

LBA Consulting Group

LBA consulting group Talent Reservoir 3 Talent Reservoir Talent Reservoir Talent Reservoir 1 Talent Reservoir 1 ) Talent Reservoir 2) 3) (CEO)

41

(Core competency) Talent (Coaching) (Training and Development)

2 Talent Reservoir

Talent Reservoir Microsoft assess 3 Talent Reservoir

Talent 360 Talent Conoco Phillips Conoco Phillips (Career Development)

Conoco Phillips 4 1) Establishing your current state 2) Determining your future state 3) Creating your individual development plan

42

(Competency gap) 4) Implementing your plan and measuring results

Conoco Phillips 3 1) Internal and external education and training 10 2) Coaching and feedback (coach) (feedback) 20 3) On the job experience 70

Microsoft Corporation Microsoft Corporation (High-potential HiPos) High-potential development programs HiPos HiPos Microsoft HiPos Microsoft Expo Leadership Building Leaders HiPos HiPos 3 Expo 3 Tiers

43

1 2 Microsoft 3 HiPos 5 (Orientation) (Leadership conference) (Leadership in action) HiPos (Learning circles) (Coaching and mentoring) Microsoft HiPos 2 Leadership in Action (LIA) HiPos HiPos 6 HiPos Microsoft HiPos HiPos Learning circles HiPos 5-7

44

HiPos HiPos HiPos Microsoft (, ) 5,000 (mentor) 1,000 4,000 Odysseus Trojans Mentor Telemachus 10 Mentor Mentor (John & Playko, 1992; Mincemoyer & Thomson, 1998; Busen & Engebretson, 1999) Owen (1991; Stilp, 1999) John & Playko (1992) (Torch passing) Sheehy (1976; John & Playko, 1992) mentor /

45

(Mastery of learning model) (Bloom, 1981) 3 coaching preceptor ing mentoring Coaching / (Bartlett, 1996) Preceptoring (Fawcett, 2002; Peirce, 1991; Clayton, Broom & Ellis, 1989; Shamian & Inhabor, 1985) Mentoring (Fawcett, 2002; Hayes, 2000; Busen & Engebretson, 1999; Hayes, 1998)

Kram (1988, Baker, 2003) 2 (career functions) (Psychosocial functions)

6 ( , : )

Career function Psychosocial functions

(Feedback) (Coaching) (Develop new skills)

(Support) (Advise) (Encouragement) (Enhanced feelings of competence)

(Carr, 1999) 1900 (The Program for the Support of Womens Leadership and Representation: PROLEAD) (mentoring model) 4

46

1. 1: (Model I: natural mentoring) 2. 2: (Model II: intentional mentoring)

3. 3: (Model III: peer mentoring) 4. 4: / (Model IV: bridging mentoring) - (Carr, 1999) 4 7 7 4 ( , : )

1:

2:

3:

4: /

(protg)

(mentee, protg)

(partner)

- - -

- -

- -

0-10

5-8

1 1 1/2

47

(Johnson, 2002) 3 (Ragins & Cotton, 1991; Viator, 1999); Kaplan et al., 2001) (Kaplan et al., 2001) 8 8 (Ragins & Cotton, 1991; Viator,

1999; Kaplan et al., 2001 & Johnson, 2002)

- -

- -

/

- -

- -

- - -

- / - / -

(, ) 9

48

9 27 ( , : )

Note: 1 = Levinson et al. (1978) 2 = Kram (1983 & 1985) 3 = Chao et al. (1992) 4 = Chao (1997) 5 = (1997) 6 = Ragins & Scandura (1997) 7 = Hayes (1998) 8 = (1998) 9 = (1999) 10= Ragins & Cotton (1999) 11 = Eby et al. (2000) 12 = Hayes (2000) 13 = Lee et al. (2000) 14 = Ragins, Cotton, & Miller (2000) 15 = Sosik & Godshalk (2000) 16 = Westanmo (2000) 17 = Cornelius (2001) 18 = Parvin (2001) 19 = Armstrong, et al. (2002) 20 = Fowler (2002) 21 = (2002) 22 = Simon (2002) 23 = Water et al. (2002) 24 = Allen & Eby (2003) 25 = (2003) 26 = Hopkins (2003) 27 = Ono & Kato (2003) : I = P = O = M1 = (mentor) M2 = (mentee)

1. P, M1 15 2. /

I, M1 I, M1 - O, M2 I, M1

5, 9, 14, 20, 25 6, 11, 13, 16, 26, 27

3. I, M1 5, 6, 8, 11, 13,17, 18, 19, 21, 25, 27

4. O, M2 3, 9, 14, 16, 27 5. /

I, M1 I, M1 I, M1

8, 10, 18, 19, 21 18 9, 16, 17, 22

6. I,M2 18, 24 7.

I, M1 5, 8, 12, 21, 25 5, 7, 9, 21, 22, 23, 25

8. /

P, M1 8, 10, 14, 17, 12, 24,26

9. P, M1 5, 9, 21, 25 10.

P, M1 8, 9, 25, 26 7, 8, 12, 16, 24, 26

11. /

O, M2 26, 27

12. O, M2 15 13.

O, M1- O,M2

14, 26

49

(Planning) (Recruiting & Selecting) (Developing) (Monitoring & Evaluating) (High Performance and Potential System: HIPPS) ..

2

2.1 Efficiency

(2546) (2543) 2 (2538: 2) 1) (Input) 2)

50

(Process) 3) (Output)

Gibson (1979) Peterson & Plawman (1953) John (1954)

E = (O-I)+S E (Efficiency) O (Output) I (Input) S (Satisfaction)

(2538)

2.2 (2546)

( ,

51

2546: 24) (2554) 3 (2539) 4 1) (Trait Rating Based Approach) (Characteristic) (Personality) 2) (Job Performance Behavior Based-Approach) 3) (Result or Objective Based-Approach) 4) (Hybrid Approach / Hybrid Systems)

3

1)

2)

52

3)

3

6

3.1

3 1. 2. 3.

3 ( , 2541 McGuire, 1980)

3 3 1) (Cognitive Component) 2) (Affective Component) - 3) (Behavioral Component) 2 2 1)

53

(Cognitive Component) 2) (Affective Component) 1 2 1) (Direction) 2) (Magnitude) 1. (Equal appearing Intervals) (Thurstone, 1967 , 2554) (Likert method of Surmated Rating) Renis Likert (Attitude Statements) 5 1. 2. 3. 4. 5. (2534) 6 20 0.70 (2546) 30 6 0.81 (2546) 40 6 0.91 (2554) 9 6 0.82 3.2 (Role clarity Perception) (Role) - (, 2532 : 315 ) , (Rizzo, House, & Lirtzman, 1970 : 155)

54

(Stryker, & Statham, 1985 : 330) (Role theory) 2 1) (Structural role theory) 2) (Interactional role theory) , (Rizzo, House, & Lirtzman, 1970 : 155) (Role concept) 4 1) (Role sets or system) 2) (Role sector or set role ) 3) (Role ambiguity or Clarity) 4) (Role conflict) (Role) (Morrison, 1993a) (Role ambiguity) (Role clarity) , (Rizzo, House, & Lirtzman, 1970) (Role ambiguity) (Role clarity) (Morrison, 1993a) , 6 (Perceived clarity of performance standard) (Ashford, 1986) 4 (Morrison, 2002) 7 .87 , (2542)

2

55

, (Rizzo; House; & Lirtzman, 1970: 155 , 2548) 5 1 5

3.3 ..1986 ( , 2542: 18) (Torrance, 1962: 16) (Guilford, 1967: 61) (Originality) (Fluency) (Flexibility) (Elaboration) (Rice, 1970) (Evaluative ability) (Logan & Logan, 1971: 3-11) 5 1. 2.

56

3. 4. 5. (Treffinger, 1987: 1011; Matlin, 1983: 250) 4 1. (Problem solving) (Osborn, 1963: 1114) (Applied imagination) 2. (Cognitive abilities) (Guilford, 1967) (Torrance, 1962) 3. (Association of ideas) (Wallace & Kogan, 1965) 4. (Personality) (Anderson et al., 1970)

57

(2532: 2931) 1. 2. 3. ( , 2543: 9) 4

1. (Innovation)

2. (Synthesis)

3. (Extension)

58

4. (Duplication) ( 5, 2530: 5658)

(Feldhusen et al., 1971: 35-39) 5, 8 11 356 .05 (Anderson, 1973: 180-A) 6 (Clover, 1980: 3-16) 44 3 (Fluency) (Flexibility) (Originality) 11 (Austin, 1984: 771-A) 25 1

(2543: 69) 2 470 .3160 (2545) 4 1 30 15

59

.01 (2551: 35-37) 50 2545 -2550 40 Williams cube CAI model Vote counting (Hedge and Okin) 40 0.5 -0.7

( , 2543: 197-198)

1.

60

2.

3. (Inkblots)

4.

5. (Torrance Test of Creative Thinking: TTCT) . 3 1) 2) 3)

(Torrance, 1965: 79) 5 1 5 3.4 (Extraversion)

61

5 (The Big Five) 1) (neuroticism) 2) (Extraversion) 3) (Openness) 4) (Agreeableness) 5) (Conscientiousness) (Johns, 1996 : 76) (Warmth) (Gregariousness) (Assertiveness) (Activity) (Excitement-seeking) (Positiveemotion) ( , 2542 : 52 Costa; & McCrae, 1992 : 13-18) 1) (Warmth) 2) (Gregariousness) 3) (Assertiveness) 4) (Activity) 5) (Excitement-seeking) 6) (Positive-emotion)

(2542) (2548) (Costa, & McCrae, 1992) 5 1 5

3.5 (Job Satisfaction)

2 (Maslows theory) (Self-actualization) (Hygiene or maintenance factors)

62

(Motovation factors)

(Attitude) (Blum & Naylor, 1968 : 134-135) (Newstrom & Davis, 1993 :195) (Schultz & Schultz, 1998 : 250) (Affective)

(Lock, 1976: 1302) 1. (Job)

2. (Wage)

3. (Promotion)

63

4. (Recognition)

5. (Working Condition)

6. (Benefit) (Services)

7. (Leader)

8. (Co-workers)

9. (Organization)

2

JDI (Job Description Index) (Smith, Kendall, & Hulin, 1969) MSQ (Minnesota Satisfaction Questionnaire) (Weiss et al., 1967) JDI 5 MSQ (Rating scale) 5 20

64

(2542) (2547) (2548) .01

(Minnesota Satisfaction Questionnaire MQS) 3 1) (Intrinsic job satisfaction) 12 2) (Extrinsic job satisfaction) 6 3) (General Job Satisfaction) 2 3 20 (General Job Satisfaction) 5 1 5

3.6 (Steers, 1977 : 64) (Jewell, 1998 : 256) (2541 : 96)

65

(Jewell, 1998: 256) (Steers. 1977: 46) 1) 2) 3) (Porter et al, 1974: 604) (Meyer & Allen, 1991; cited in Meye, Allen, & Smith, 1993: 539) 3

1. (Affective commitment)

2. (Continuance commitment)

3. (Normative commitment)

66

2 ( Buchanan II, 1974 : 533) 3 1) (Identification) 2) (Involvement) 3) (Royalty) (Mowday, Porter, & Steer, 1982 : 27) 3 1) 2) 3) (Mayer, Allen, & Smith, 1993 : 539 ; citing Mayer & Allen. 1991) 3 1) (Affective commitment) 2) (Continuance commitment) 3) (Normative commitment)

(Organizational Commitment Questionnaire OCQ) (Porter et al., 1974) 3 (Mayer, Allen, & Smith, 1993 : 541) 3 .73 .87

67

( , 2540;

, 2543; Yammarino et al. 1997;Yammarino et al., 1998) (Settoon, Bennett, & Liden, 1996; Wayne, Shore, & Liden, 1997) (Cole, Schanninger, & Harris, 2002; citing Hellman, Witt, & Hilton, 1993; Liden et al., 2000) (Eisenberger et al., 1986) ( , 2543; , 2547; , 2548; , 2548)

3 (Mayer, Allen, & Smith, 1993 : 544) 5 1 5 3

3.7

(Stringer, 1968) 4 1) (Authoritarian Climate) 2) (Affirmative Climate) 3) (Achievement Climate) 4) (Employee-Centered

68

Climate)

0.98 (2553)

(= .36, p < .05) ( Leigh, 1996) (Ham, 1999) .841 (Burton, Lauridsen, & Obel, 2004)

5 1 5 3.8

( , 2552) (2540)

69

(2548) 3 1) 2) - 3) (2552) (Cobb, 1976) (Pender, 1996) (Berns, 2010)

(2550)

(House, 1981)

70

3 1) 2) 3)

(Schaefer et al., 1981) 3 1. (Emotional support)

2. (Tangible support)

3. (Information support)

.. 1976 3 (Turner &Turner, 1999) 1) 2) 3)

71

(2550)

4 1 2 4 3 (2552) 1) 2) 3) 4) 5) 6) 7) 3 (Schaefer et al., 1981) 5 1 5

3.9

72

(2540) (2547) (2549) (2553) (Schaefer, 2005) (Macionis, 2007)

73

(Berns, 2010) 5 1)

(Development of self-concept) 2) (Instilling self-discipline) 3) (Instilling aspiration) 4) (Teaching developmental skills) 5) (Teaching social roles) (Berns, 2010) 2

(2546) (2547) 2 1) 2) (2549)

74

6 ( , 2546; , 2553)

1. ( , 2554)

2. (Macionis, 2007) ( , 2554)

3. ( , 2545)

4.

75

5. 2 ( , 2553)

6.

(Work socialization) (Professional Socialization) (Newlife socialization)

(Organizational socialization)

(Heck, 1995: 31-49) (Gibson et al., 2004:40) (Greenberg & Baron, 2003: 241) (Muchinsky, 2003: 290) (Kreitner & Kinicki, 2004: 97-99 citing Feldman, 1981) (Greenberg & Baron, 2003:241-245) 3 (Anticipatory socialization) (Encounter) (Change and acquisition) (Metamorphosis)

76

( ,2542: 14 Garavan & Morley, 1997: 119-125) 5

1 (Anticipatory socialization)

2 (The initial psychological contract)

3 (The organizational encounter)

4 (Change and acquisition process)

5 (Socialization outcomes) 4

6 (Jewell, 1998: 174-176 citing Chao et al.,1994; , 2546: 19-20)

1. (Performance proficiency)

2.

77

3. 4.

5.

6.

(Work socialization) (Yung, 1994: 19) 5

(Organizational Socialization) (Work socialization) (Professional socialization) (Organizational socialization) (Yung, 1994: 19) 5 1 5

4 (Mixed

Methodology) (Qualitative Research) (Case Study) (Focus Group) (Creswell & Clark, 2011) (Triangulation Design)

78

5 (Quantitative Research) 3

1.

(Linear Structural Relationship Equation Model- LISREL) (Measurement relationship) (Structural relationship) (Hierarchical data) ( , 2543:2)

1 (Measure of Absolute Fit) (Overall Model Fit) 5 5 ( , 2542)

1. (Chi-square statistic) (Multivariate Normality) - (Jreskog & Srbom, 1993; Hair et al., 2010; Diamantopoulos & Siguaw, 2000)

79

1) (p-value) p-value 0.05

2) - 3 (Hair et al., 2010)

2. GFI (GoodnessofFit Index) GFI 0 (Poor Fit) 1.00 (Perfect Fit) 1

0.9 (better fit)

(Hair et al., 2010; Kelloway, 1998; Diamantopoulos & Siguaw, 2000)

3. (Root Mean Square of Approximation: RMSEA) RMSEA (close fit) RMSEA .05

RMSEA 0.08 ( , 2555)

Closeness of Fit .01 RMSEA 0.10 0.05 (Outstanding fit) 0.01

4. RMR (Root Mean Squared Residuals) RMR (Standardized RMR)

RMR 0.05

5. SRMR (Standard Root Mean squired Residual)

0-1

80

SRMR 0.05

2 (Parsimonious Fit Measure)

(Level of Fit) (Overfitting) Parsimonious Fit Measure Adjusted R2

1. AGFI (Adjusted GoodnessofFit Index) GFI

0.9 2. PFI (Parsimonious Fit Index) NFI (Modification)

PFI

(Alternative Model)

(Hair et al., 2010) 3 4 - (Degree of freedom) (Absolute Fix Index) GFI AGFI RMR SRMR RMSEA 5 - (Chi-Square) ( df ), GFI, RMSEA p-value (Modification Index)

81

2.

Yin (1993, , 2554:156) 3

1) (Descriptive)

2) (Exploratory)

3) (Explanatory)

Focus Groups (Group dynamics) ( , 2554:196)

82

1) 2)

3) 4) / 5) 6) 7) 8) 9)

(Moderator) (Focus Group)

360 (2547) 360 360 (OD : Organizational Development) (Customer satisfaction) (Marketing survey) 360 - 360 (Focus group) 360 1 360 2 1. 360 360

83

2. 1 / (KRA Analysis) BEIs (Behavioral Event Interviews) Functional analysis, Expert panel, (Focus group) 2 360 2 6 1 3. 5 6 4. 360 - 5. 360 -- 360 360 (Core competencies) (Benchmark) 360 (Concurrent validity) 6. 360 2 (1) (2) 7. 3 360 2 8. 360

84

9. 360 360 360 (Item reliability) (Intercorrelation among items) (Factor analysis) (Score distribution) (Evaluation team rigor) 10. 360 360 360 360 360 360

360 (Bartol & others, 1998:446) 360 1. Halo effects 2. Contrast error 3. Presences error 4. Leniency error 5. Severity error Self-serving bias 3

85

360 360 360 360 degree feedback

86

3

(Mixed Methodology) (Causal Model) (Groups Case Study) (Focus Group) 1) 3 2) 3 3) 3 4)

2 1 3

2

1 3

1. (Organizational Socialization) (Work socialization) (Professional socialization) (Organizational socialization) (Yung, 1994: 19)

87

( , 2545 ; , 2545 ; Heck, 1995 ; Jewell, 1998 citing Ostroff & Kozlowski, 1993) ( . 2537 Sake, 1996) (Jewell, 1998) (Muchinsky, 2003) 360

2. 3 1) 2) 3)

3.

HIPPS (High Performance High Potential System) 5 1) 2) 1 153 3) 200 4) 3 8 HIPPS .. 2551 -2556 300 5) (Career Paths) 20

Saris Stronkhorst (1984:213-214 ; , 2542:54) 100 Bonllen (1989:268 ; , 2542:54) (Hair, Anderson, & Tatham, 2005) 100 -200 (Tabachnick & Fidell, 2001) 10 1

88

9 90 100

4. 2 6 1) 2) 3) 4) 5) 6) 3 1) 2) 3) 1 3

5. 3 3 HIPPS 8 2556 58 8 .. 2555 2556

1 9 150

2 3

(Corrected Item-Total Correlation) r (Cronbach's

Alpha) 1. 14 r

.312- .797 .903

89

2. 18 r .360-.711

.909

3. 19 r .328-.763 .900

4. 10 r .327-.689 .835

5. 9 r .328-.763 .900 6. 10 r .327-.689

.835

7. 10 r .327-.689 .835

8. 10 r .327-.689 .835

9. 10 r .327-.689 .835

6. 2 1) 2) Google Docs .. 2556 305 1) 96 2) 109 3) HIPPS 100

7.

2

5 1) 14

2) 18 3) 19 4) 4-6 13 5) 9 (Focus group) 5

90

- 1.

2. 3.

4. 5. - 6. 7. 7.1 /

7.2 (Entry) 7.3 (Socialization or Learning). 7.4 (Acceptance) 7.5 (Exit)

8. - 9.

9.1 9.2 9.3

9.4

- 1

91

10. 1

10 10

1.

1.1 / (Focus Group) 1.2 ( )

2.

2.1

3. /

3.1 ()

4. ..

4.1 ..

2. 1) .. 2) 3) ..

92

1. 1) / (Focus

Group) 2) ( ) 3) 4) () 5) .. 1

2. 1) 2) 3)

11

..55 -..56

.. 56

.. 56

.. 56

.. 56

..-.. 56

1.

2.

3./

4. 3

5.

6. ..

7. ..

93

3 1

2555 - 2556

(Measurement) LOOP1

1. 2. 3.

4. 3 -,

5. (Loop1) Loop 2

1 3 -, 305

1.

2.

3. Path analysis 3

4. 3

94

2

2 1 5 , , , 9-20 / 5

1. 2. 1 3.

4.

5.

27 28 ..56 - 1 ..56

(Reviews &Conclusion) LOOP2

1.Data

2.Report & Reviews 1

3.Inquiry -

4.Conclusion-

95

3

11

..-..56

(Improvement) LOOP3

1. 1 2

2.

3. ..

3

1. 2. 1 2 3. 4. .. 5. 6. ..

..

96

4

3 1 2 3

3.1

3.2

3.3

3.4 3 4

n M SD %CV

97

Min Max Sk (Skewness) Ku (Kurtosis) SE TE IE DE 2 - p df GFI AGFI RMSEA SRMR CN CFI * .05 ** .01 cli sup soci recog creat motive person att satis commit effive efficy impact

98

1 3

12

(n = 109)

(n = 100 )

(n = 96 )

30 16 14.68 57 57.00 3 3.13 31 45 93 85.32 30 30.00 19 19.79 46 60 - - 13 13.00 74 77.08 5 34 31.19 35 35.00 2 2.08 6 15 70 64.22 41 41.00 8 8.33 16 25 5 4.59 16 16.00 28 29.17 25 - - 8 8.00 58 60.42 109 100.00 100 100.00 96 100.00 ( 1 ) -

(Investigation) - - 18 19.35 2 2.38

- (Entry)

5 4.63 32 34.41 3 3.57

- (Socialization or Learning)

51 46.79 38 38.00 28 29.17

- (Acceptance)

22 20.18 32 32.00 29 30.21

- (Maintenance)

10 9.17 21 21.00 39 40.63

- (Divergence)

16 14.68 10 10.00 11 11.46

-

(Re-socialization) 1 0.92 8 8.00 2 2.08

- (Exit)

3 2.75 7 7.53 14 14.58

99

12 31 45 93 85.32 6 15 70 64.22 (Socialization or Learning) 51 46.78 30 57 57.00 6 15 41 41.00 (Socialization or Learning) 38 38.00 46 60 74 78.08 26 58 60.42 (Maintenance) 39 40.63 13 (n = 109) ( 1 ) 56 51.37

6 5.55

46 42.20

13 56 51.37 46 42.20

14 (n = 100)

( 1 ) 82 82.00 HIPPS 2 2.00 5 5.00 81 81.00

100

14 82 82.00 81 81.00

15 (n = 96) ( 1 ) 61 63.54

HIPPS 3 3.13

3 3.13 46 47.92

15 61 63.54 46 47.92

16 (n = 109)

1 (Type of work they do) 30 27.52 2 (Learning and training opportunity )

29 26.61

3 (Career opportunities) 22 20.18 4 (People they work with) 20 18.35 5 (Base salary) 12 11.09 6 (Total compensation )

20 18.35

7 8 7.34

16 (Type of work they do) 27.52

101

(Learning and training opportunity ) 26.61 (Career opportunities)

17 (n = 100)

1 (Total compensation )

33 33.00

2 (Base salary) 30 30.00 3 (Type of work they do) 24 24.00 4 (Learning and training opportunity)

24 24.00

5 (Career opportunities) 22 22.00 6 (People they work with) 17 17.00 7 17 17.00

17 ( Total compensation) 33.00 (Base salary)

18 (n = 96)

1 (Total compensation)

22 22.91

2 (Base salary) 20 20.83 3 (People they work with) 19 19.79 4 (Learning and training opportunity )

15 15.63

5 (Career opportunities) 12 12.50 6 (Type of work they do) 11 11.46 7 8 8.33

102

18 (Total compensation) 22.91 (Base salary) 2 3 (M) (S.D.)

(%CV) (Sk) (Ku) - (2) P-

value - (2) (Normal Score) 19 21 3 22 24

19 (Normal Curve) (M) (SD) (%CV) (Sk) (Ku) P-value (n=109)

M SD %CV Sk Ku p - value

1. 3.46 0.72 20.87 0.011 0.094 0.996 2. 3.70 0.65 17.53 -0.012 0.013 1.000 3. 3.52 0.59 16.89 0.029 0.040 0.999 4. 3.44 0.64 18.60 -0.004 -0.020 1.000 5. 3.64 0.56 15.35 0.089 -0.348 0.937 6. 4.10 0.47 11.66 -0.114 -0.023 0.993 7. 2.94 0.73 25.01 -0.050 -0.091 0.995 8. 3.69 0.63 17.28 -0.076 -0.055 0.996 9. 3.54 0.67 18.88 -0.079 -0.008 0.997 10. 3.56 0.63 17.85 -0.007 -0.022 1.000 11. 3.46 0.69 19.94 0.041 -0.139 0.990 12. 3.32 0.76 22.87 -0.100 -0.042 0.994

103

19

(Normal Score) (M) (SD) (%CV) (Sk) (Ku) (p value Skewness & Kurtosis .05)

20 (Normal Curve) (M) (SD) (%CV) (Sk) (Ku) P-value (n=100)

M SD %CV Sk Ku p - value 1. 3.06 0.62 20.20 -0.002 0.124 0.992 2. 3.41 0.55 16.18 -0.015 0.133 0.991 3. 3.45 0.57 16.37 -0.001 0.137 0.991 4. 3.44 0.60 17.44 -0.112 -0.002 0.994 5. 3.82 0.57 14.86 -0.146 -0.541 0.855 6. 3.37 0.65 19.34 -0.032 0.063 0.998 7. 3.37 0.54 15.86 -0.052 0.079 0.996 8. 3.11 0.70 22.57 -0.153 0.009 0.988 9. 3.39 0.68 19.96 -0.019 0.119 0.993 10. 3.36 0.62 18.32 0.006 0.081 0.997 11. 3.20 0.60 18.67 -0.013 0.140 0.990

20

(Normal Score) (M) (SD) (%CV) (Sk) (Ku)

104

(p value Skewness & Kurtosis .05)

21 (Normal Curve) (M) (SD) (%CV) (Sk) (Ku) P-value (n=96)

M SD %CV Sk Ku p - value 1. 3.37 0.74 21.84 -0.027 -0.004 1.000 2. 3.23 0.68 21.02 -0.014 0.121 0.993 3. 3.77 0.53 14.05 -0.033 0.027 0.999 4. 3.60 0.77 21.40 -0.138 -0.099 0.986 5. 3.74 0.62 16.44 0.159 -0.378 0.919 6. 3.38 0.72 21.38 0.066 0.048 0.997 7. 3.11 0.76 24.39 0.019 -0.083 0.996 8. 3.85 0.58 14.97 -0.068 -0.027 0.997 9. 3.36 0.72 21.30 -0.008 0.070 0.998 10. 3.64 0.62 17.07 -0.269 -0.375 0.899 11. 3.34 0.74 22.26 -0.171 -0.207 0.964

21 (Normal Score) (M) (SD) (%CV) (Sk) (Ku) (p value Skewness & Kurtosis .05)

105

(Bivariate relationship) (Pearson Product moment Correlation Coefficient) 3 22 24

22 (n=109)

1 2 3 4 5 6 7 8 9 10 11 12

1.

1

2. .706** 1

3. .486** .590** 1

4. .665** .575** .658** 1

5. .311** .511** .277** .321** 1

6. .156 .304** .254** .012 .158 1

7.

.399** .436** .447** .350** .217* .252** 1

8.

.380** .332** .434** .258** .074 .434** .593** 1

9.

.307** .362** .394** .232* .157 .397** .590** .756** 1

10.

.527** .657** .590** .616** .270** .152 .375** .347** .302** 1

11.

.504** .660** .565** .604** .358** .174 .374** .317** .326** .882** 1

12.

.565** .627** .567** .638** .311** .131 .504** .313** .281** .798** .824** 1

* .05 ** .01

22 (P.05) (P.05) .012 .174 (P

106

106

p < .01) (Kline, 2005: 56)

.85 (multicollinearity) .85 1

23 (n=100)

1 2 3 4 5 6 7 8 9 10 11

1.

1

2. .431** 1

3. .469** .381** 1

4. .502** .140 .704** 1

5. .080 .079 .597** .456** 1

6.

.448** .537** .588** .458** .221* 1

7.

.665** .520** .616** .500** .252* .668** 1

8.

.378** .502** .269** .238* .066 .514** .651** 1

9.

.506** .574** .249* .262* .010 .525** .527** .435** 1

10.

.584** .438** .407** .387** .137 .516** .620** .456** .738** 1

11.

.634** .596** .367** .249* .075 .574** .578** .416** .751** .692** 1

* .05 ** .01

23 (P.05) (P.05) .010 .137 (P

107

(r. = .738, p < .01) (r. = .704, p < .01) (Kline, 2005: 56) .85 (multicollinearity) .85 24 (n=96)

1 2 3 4 5 6 7 8 9 10 11 1.

1

2. .545** 1 3. .570** .561** 1 4. .555** .308** .627** 1 5. .396** .240* .423** .440** 1 6.

.451** .493** .595** .543** .423** 1

7.

.552** .727** .655** .548** .272* .615** 1

8.

.385** .716** .419** .093 .241* .385** .550** 1

9.

.575** .728** .530** .279* .397** .535** .694** .767** 1

10.

.609** .581** .596** .400** .389** .538** .555** .594** .750** 1

11.

.612** .588** .638** .476** .347** .637** .716** .458** .697** .655** 1

* .05 ** .01

24 (P.05) (P.05) .093 .137 (P

108

(Kline, 2005: 56) .85 (multicolinearity) .85 3 3 1 2 3 3.1 (Linear Structural Relationship Model: LISREL) (Modification Index)

Absolute fit indices - (2) 87.47, df=41 (p=

109

(Modification Index) Absolute fit indices -

(2) 49.76, df=35 (p= >.05), SRMR = .040, RMSEA = .063, GFI = .93 Incremental fit indices NFI = .96, CFI = .99 TLI = .98 Parsimony fit Indices AGFI = .84, PNFI = .51 Parsimony fit Indices AGFI .90 Absolute fit indices, Incremental fit indices Parsimony fit Indices 12 25 Chi-Square=49.76, df =35, P-value=0.5044, RMSEA=0.063 * .05 12 (Causal relationship model of effective Talent

management in Talent group)

.32*A

.62*

.05

.90*

.93*

.88*

.47*

.43* .15

.30*

.17*

.40*

R2=48% .27*

-.18*

.30*

A

110

25 (n=109)

R2

R2=.52 R2= .37 R2= .57 - - - R2=. .48

DE .17* IE .15* .15* .15 TE .15* .15* .15 .17*

DE .27* IE .04 .14* .04* .04* .04* .04* TE .27 .04 .14* .04* .04* .04* .04*

DE .32* IE .13* .04* .04* .04* .04* TE .32 .13* .04* .04* .04* .04*

DE .62* .30* .40* IE .09 .46* .48* .50* .47* .14* TE .62* .39* .46* .48* .50* .47* .53*

DE -.18* IE -.03 -.10* .07* .08* .07* -.08* TE -.18* -.03 -.27* .07* .08* .07* -.08*

DE .05 -.17* IE .01 .02 .01 .01 .01 .01 TE .05 .01 .02 .01 .01 .01 .01

DE .15 .47* IE .06* .15* .15* .14* .16* TE .15 .53* .15* .15* .14* .16*

DE .30* IE .27* .28* .27* TE .27* .28* .27* .30*

DE 0.43* IE .12* .12* .11* .13* TE 0.43* .12* .12* .11* .13*

2 = 440.19, df=93 (p= .00), SRMR = .048, RMSEA = .072, GFI = .93, NFI = .97, CFI = .97, TLI = .97,

AGFI = .90, PNFI = .75, 2 / 2 = 4.73

* .05

111

12 25 .05 .17, .40 .30 9 .05 .04*, .04*, .14*, -.08*, .16* .13* 3.2 (Linear Structural Relationship Model: LISREL) (Modification Index)

Absolute fit indices - (2) 71.17, df=30 (p= .00030), SRMR = .064, RMSEA = .129, GFI = .87 Incremental fit indices NFI = .94, CFI = .97 TLI = .94 Parsimony

Fit Indices AGFI = .70, PNFI = .52 2 / df = 2.37

Absolute fit indices - (2) RMSEA .08 GFI .90 Parsimony Fit Indices AGFI .90

112

(Modification Index) Absolute fit indices -

(2) 36.24, df=24 (p= .05202), SRMR = .055, RMSEA = .078, GFI = .93 Incremental fit indices NFI = .97, CFI = .99 TLI = .97 Parsimony fit Indices AGFI = .80, PNFI = .42 Parsimony fit Indices AGFI .90 PNFI .50 Absolute fit indices, Incremental fit indices Parsimony fit Indices 13 26 Chi-Square=36.24, df =24, P-value=0.05202, RMSEA=0.078 * .05, (Standardize Score) 13

(Causal relationship model of effective Talent management in coach group)

.33*A

.33*

.59*

.87*

.89*

.85*

.20*

.82*

.04

.27* .12*

.39*

.34* .40*

R2 = 83%

113

26 (n=96)

R2

R2=.68 R2=.54 R2=.78 - - - R2=.83 DE .33*

IE .28* .01 .01 .01 .01 TE .33* .28* .01 .01 .01 .01

DE .12* .34* .40* IE .02* .30* .42* .36* .37* .05 TE .12* .36* .30* .42* .36* .37* .45*

DE .33* .39* IE .37* .32* .33* TE .37* .32* .33* .39*

R2

DE .33* IE .07 .06 .09* .07* .08* .09* TE .33* .07 .06 .09* .07* .08* .09*

DE .59* IE .12* .10* .15* .13* .14* .16* TE .59 .12* .10* .15* .13* .14* .16*

DE .20* .27* IE .17* .26* .22* .23* .01 TE .20* .17* .26* .22* .23* .28*

DE .82* .04 IE .03 .03 .03 TE .82 .03 .03 .03 .04

* .05 13 26 .05

114

.40, .39 .27 .05 .09 .16 3.3

Absolute fit indices - (2) 87.47, df=41 (p= .05), SRMR = .040, RMSEA = .063, GFI = .93 Incremental fit indices NFI = .96, CFI = .99 TLI = .98 Parsimony fit Indices AGFI = .84, PNFI = .51 Parsimony fit Indices

115

AGFI .90 Absolute fit indices, Incremental fit indices Parsimony fit Indices 14 27 Chi-Square=43.39, df =35, P-value=0.10649, RMSEA=0.062 * .05 (Standardize Score) 14

(Causal relationship model of effective Talent management in personnel official group)

27 (n=100)

.36*A

.66*

.87*

.89*

.85*

.34*

.79*

.39*

.86*

.50*

.10*

R2=66%

.37*

.24*A

116

R2

R2=.77 R2=.72 R2=.63 R2=.46 - - - R2=.66

DE .24* .36* IE .12* .05* .23* -.07 -.07 -.07 .08 TE .12* .29* .23* .36* .08

DE .66* IE .26* .20* .48* .49* .47* .55* TE .66* .26* .20* .55*

DE .37* IE .13* .05* .04* .09* .09* .09* .10* TE .13* .05* .04* .37* .10*

DE .34* IE .13* .10 .25* .25* .24* .28* TE .34* .13* .10* .28*

DE .50* IE .39* -.03 -.04 -.03 -.04 TE .50* .39* -.04

DE .39* .86* IE .31* .72* .73* .71* -.03 TE .39* .31* .83*

DE .10 IE -.09 -.09 -.09 TE .10

DE .79* IE -.07 -.07 -.07 -.08 TE .79* -.08

2 = 43.39, df=93 (p= .10649), SRMR = .050, RMSEA = .062, GFI = .91, NFI = .95,

CFI = .98, TLI = .97, AGFI = .83, PNFI = .57, 2 / df = .46

* .05 14 27 .05 .86

117

.05 .55, .10 .28

3.4 3 21-23

1) 48 .40, .30 .17

2) 83 .40, .39, .27 .04

3) 66 .86 .10

4 28

118

28

()

. HIPPS

1)

1. //

16 3 27 46

2.

10 3 9 22

3. /

8 - 5 13

4.

4 2 6 12

5. // 4 1 7 12 6. Career path / 3 - 4 7 7. /

2 1 3 6

8. 3 - 2 5 9. - - 5 5 10. HIPPS

EAF 3 1 - 4

11. . 2 - 1 3 12. - - 3 3 13. HIPPS 2 - 1 3 14. HIPPS HIPPS

1 - 2 3

15. HIPPS 2 - - 2 16. - 1 1 2 17. HIPPS

1 1 - 2

18.

1 - - 1

119

()

. HIPPS

2) 1. / 6 3 14 23 2. EAF /

EAF EAF 9 1 9 19

3. 8 - 6 14 4. HIPPS - 1 7 8 5. / (.) 2 1 5 8 6. (.) 5 - 2 7 7. - 1 5 6 8. /

3 - 2 5

9. / HIPPS HIPPS

2 2 1 5

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122

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127

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128

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129

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170

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