Original Research

The relationship between talent management, transformational leadership and work engagement: An automotive artisan perspective

Pieter K. Smit, Cecile M. Schultz, Catharina E. van Hoek
SA Journal of Human Resource Management | Vol 19 | a1578 | DOI: https://doi.org/10.4102/sajhrm.v19i0.1578 | © 2021 Pieter K. Smit, Cecile M. Schultz, Catharina E. van Hoek | This work is licensed under CC Attribution 4.0
Submitted: 19 February 2021 | Published: 28 October 2021

About the author(s)

Pieter K. Smit, Department of People Management and Development, Faculty Management Sciences, Tshwane University of Technology, Pretoria, South Africa
Cecile M. Schultz, Department of People Management and Development, Faculty Management Sciences, Tshwane University of Technology, Pretoria, South Africa
Catharina E. van Hoek, Department of People Management and Development, Faculty Management Sciences, Tshwane University of Technology, Pretoria, South Africa


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Abstract

Orientation: Understanding the relationship between talent management, transformational leadership and work engagement from an automotive artisan perspective within South Africa.

Research purpose: The purpose was to determine the relationship between talent management, transformational leadership and work engagement from an automotive artisan perspective within South Africa.

Motivation of the study: Most talent management focuses on understanding the role of the manager, with very little research being dedicated to understanding the effect of talent management on work engagement and transformational leadership amongst South African artisans.

Research approach/design and method: A survey was conducted amongst a non-probability sample of 609 artisans from a population of 1045 artisans. A quantitative research approach was used, and structural equation modelling was used to analyse the data.

Main findings: The results showed that talent management acted as a mediator between the transformational leadership and work engagement of artisans in the automotive industry. There were positive relationships between talent management and work engagement and between talent management and transformational leadership, but not between transformational leadership and work engagement.

Practical and managerial implications: A strategic approach should be implemented that will drive a talent management process with clear rewards and recognition for all stakeholders. This approach should be a part of the business rhythm, business agendas, organisational processes and culture of the industry. Should talent management, as a mediator, not form a part of work engagement and transformational leadership in the automotive industry, these variables will not function properly.

Contribution/value addition: Talent management offers a bridge between the two variables of transformational leadership and work engagement. It was clear in this study that a focus on talent management within the automotive industry is pivotal.


Keywords

transformational leadership; work engagement; talent management; artisans; automotive industry

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