Summary of Article 2.

Article 1: Ferreira, N. and Coetzee, M., 2010. Psychological career resources and organisational commitment: Exploring sociodemographic differences. South African Journal of Labour Relations, 34(2), pp.25-41. Article 2: Alias, N.E., Noor, N. and Hassan, R., 2014. Examining the mediating effect of employee engagement on the relationship between talent management practices and employee retention in the Information and Technology (IT) organizations in Malaysia. Journal of Human Resources Management and Labor Studies, 2(2), pp.227-242. ? Read through the above articles. ? Write a review (or summary) on each article by making use of the guidelines and template below. (It also indicates the approximate length of each section.) Do not write anything new; just use the information in the articles. ? Apply the Harvard method of referencing. ? It is important that you read through the article carefully and make notes and highlight key words/points as you go along. ? Ensure that the main ideas ar

Summary of Article 2
Introduction
The issue of employee turnover is often a critical problem for an It industry, both at
the international and regional level. In order to retain a large pool of talented and skilled
people in the industry, talent management practices are introduced.
Problem/ Area of inquiry
The study shows a connection amongst practices towards managing talent base,
engagement of employees and their retention within IT organizations of Malaysia. Earlier
studies did not analyze the association amongst different aspects (talent management
practices, employee engagement and retention) with respect to Asian economy and most
objectively the IT industry of Malaysia. This study tends to fill the respective gap.
Literature Review/Theory
Earlier studies were more related to turnover intention, turnover rate and intention to
leave job. The IT organizations of Malaysia are facing issues of employee retention. As per
reports by Malaysian Employers Federation and Ministry of Human Resource, ICT sector
suffers a big rate of turnover in Malaysia. Employee retention helps in building competitive
advantage of a business. Practices for managing talent base show assurance to supervise
human resources which lead to higher engagement of employees and reduced turnover rate.
Research Methodology
The study employed quantitative analysis using a self-administered questionnaire. The
research used convenience sampling with a sample of 581 participants with valid
questionnaires and a answer frequency of 77 percent on average. The data is explained using
SPSS version 20.0. Both reliability and validity tests are done.
Research Findings

The research article reveals that talent management practices are associated positively
with employee engagement. These practices include professional support, occupational
development of employees, rewards and credit. Employees’ commitment is also positively
associated with employee retention. On basis of hierarchical regression analysis the study
shows that employee commitment can mediate affiliation between talent management
practices and maintenance of employees.
Conclusion
The article shows that when workforce are provided with acceptable practices in
talent management including greater professional support, better rewards and recognition and
career development of employees. The study will therefore help HR management of an
organization to design effective strategies for training and talent management.

Reference
Alias, N.E., Noor, N. and Hassan, R., (2014). Examining the mediating effect of employee
engagement on the relationship between talent management practices and employee
retention in the Information and Technology (IT) organizations in Malaysia. Journal of
Human Resources Management and Labor Studies 2(2), pp.227-242.