YANGON UNIVERSITY OF ECONOMICS
DEPARTMENT OF MANAGEMENT STUDIES
MBA PROGRAMME
THE EFFECT OF TALENT MANAGEMENT PRACTICES ON
INTENTION TO STAY OF EMPLOYEES AT INYA LAKE
HOTEL, YANGON
TUN TUN MIN
EMBA ONLINE-19th BATCH
Roll – II – 45
MARCH, 2024
I
YANGON UNIVERSITY OF ECONOMICS
DEPARTMENT OF MANAGEMENT STUDIES
MBA PROGRAMME
THE EFFECT OF TALENT MANAGEMENT PRACTICES ON
INTENTION TO STAY OF EMPLOYEES AT INYA LAKE
HOTEL, YANGON
TUN TUN MIN
EMBA ONLINE-19th BATCH
Roll – II – 45
MARCH, 2024
ii
YANGON UNIVERSITY OF ECONOMICS
DEPARTMENT OF MANAGEMENT STUDIES
MBA PROGRAMME
THE EFFECT OF TALENT MANAGEMENT PRACTICES ON
INTENTION TO STAY OF EMPLOYEES AT INYA LAKE
HOTEL, YANGON
Supervised By:
Submitted By:
Tun Tun Min
Dr. Kay Thi Soe
EMBA Online – 19th Batch
Associate Professor
Roll – II – 45
Department of Management Studies
Yangon University of Economics
iii
YANGON UNIVERSITY OF ECONOMICS
DEPARTMENT OF MANAGEMENT STUDIES
MBA PROGRAMME
THE EFFECT OF TALENT MANAGEMENT PRACTICES ON
INTENTION TO STAY OF EMPLOYEES AT INYA LAKE
HOTEL, YANGON
“This thesis is submitted to the Board of Examiners in partial fulfillment of the requirements
for the Degree of Master of Business Administration (MBA)”
Supervised By:
Submitted By:
Tun Tun Min
Dr. Kay Thi Soe
EMBA Online – 19th Batch
Associate Professor
Roll – II – 45
Department of Management Studies
Yangon University of Economics
iv
ACCEPTANCE
This is to certify that the thesis entitled “The Effect of Talent Management Practices
on Intention to Stay of Employees at Inya Lake Hotel, Yangon” has been accepted by the
Examination Board for awarding Master of Business Administration (MBA) degree.
Board of Examiners
---------------------------(Chairperson)
Dr. Tin Tin Htwe
Rector
Yangon University of Economics
--------------------
-------------------
(Supervisor)
(Examiner)
-------------------
------------------
(Examiner)
(Examiner)
MARCH, 2022
v
ABSTRACT
This study investigates the intricate interplay between talent management practices,
competency development and employee intention to stay at Inya Lake Hotel in Myanmar. The
study incorporates both primary data collected through surveys and interviews with employees
as well as secondary data from existing literature and organizational records that providing a
comprehensive understanding of the factors influencing employee retention in the hotel
industry. By examining mentoring, strategic leadership, social media utilization and knowledge
sharing, the research delves into how these practices shape employees' intention to stay at the
organization. Utilizing path analysis, the study explores the mediating role of competency
development in elucidating the relationship between talent management practices and intention
to stay. The findings underscore the significant and positive associations between talent
management practices, competency development and intention to stay. Specifically, mentoring,
strategic leadership, social media engagement and knowledge dissemination emerge as pivotal
factors in fostering employees' competency development that subsequently enhancing their
inclination to stay at Inya Lake Hotel. These insights offer valuable guidance for human
resource professionals and organizational leaders in formulating and implementing effective
talent management strategies geared towards bolstering employee retention and organizational
resilience within the hospitality sector.
.
I
ACKNOWLEDGEMENT
I would like to express my heartfelt gratitude to Dr. Tin Tin Htwe, Rector of Yangon
University of Economics, for entrusting me with the opportunity to embark on the challenging
MBA journey. I am immensely grateful to Professor Dr. Nu Nu Lwin, Head of the Department
of Management Studies and Programme Director of the MBA Programme, for her kind
permission and invaluable guidance throughout this research endeavor. Their support has been
instrumental in my academic pursuits.
I am indebted to the professors and associate professors of the Department of
Management Studies for their insightful suggestions, advice and unwavering support
throughout my academic journey. Special thanks are extended to the lecturers for their
individual guidance and mentorship, which have greatly contributed to my academic growth.
My heartfelt appreciation goes to my supervisor, Dr. Daw Kay Thi Soe, whose
constructive feedback, unwavering support and invaluable guidance have been indispensable
throughout every stage of this thesis. Her mentorship has played a pivotal role in shaping my
research skills and academic development.
I would also like to express my sincere gratitude to all the staff at Inya Lake Hotel,
especially the respondents for generously sharing their time and insights which have made this
research possible. Your contributions have enriched the findings of this study and I am truly
thankful for your cooperation.
Finally, I extend my thanks to the Executive MBA 49th Batch of Yangon University of
Economics for providing the necessary resources and facilities for conducting this study. I am
grateful to my classmates for their camaraderie and encouragement which have made this
academic journey a memorable and enriching experience.
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TABLE OF CONTENTS
Page
ABSTRACT
i
ACKNOWLEDGEMENT
ii
TABLE OF CONTENTS
iii
LIST OF TABLES
v
LIST OF FIGURES
vi
CHAPTER 1
CHAPTER 2
CHAPTER 3
INTRODUCTION
1
1.1
The Rationale of the Study
2
1.2
The Objectives of the Study
3
1.3
Scope and Method of the Study
3
1.4
The Organization of the Study
4
THEORETICAL BACKGROUND
5
2.1
Talent Management Practices
5
2.2
Competency Development in Hotel Industry
8
2.3
Intention to Stay in Organization
9
2.4
Empirical Studies
10
2.5
The Conceptual Framework of the Study
12
THE PROFILE OF INYA LAKE HOTEL AND THE
14
RESPONDENTS
3.1
Profile of Inya Lake Hotel, Yangon
14
3.2
Product & Service of Inya Lake Hotel
15
iii
CHAPTER 4
3.3
Demographic Profile of the Respondents
17
3.4
Reliability Analysis
20
ANALYSIS ON TALENT MANAGEMENT-
22
PRACTICES, COMPENTENCY DEVELOPMENT AND
INTENTION TO STAY
4.1
Analysis of Talent Management Practices
22
4.2
Competency Development
27
4.3
Intention to Stay in Organization
28
4.4
Effects of Talent Management Practices on
4.5
Intention to Stay in Inya Lake Hotel
30
Mediating Effected of Competency Development
32
on the Relationship Between Talent Management
Practices and Intention to Stay at Inya Lake Hotel
CHAPTER 5
CONCLUSION
43
5.1
Findings and Discussions
44
5.2
Suggestions and Recommendations
47
5.3
Needs for the Further Study
49
REFERENCES
APPENDIX
iv
LIST OF TABLES
Table (3.1)
Demographic Profile of the Respondents
19
Table (4.1)
Mentoring of talent management practices in Inya Lake Hotel
22
Table (4.2)
Strategic Leadership of talent management practices in Inya Lake 23
Hotel
Table (4.3)
Social Media of talent management practices in Inya Lake Hotel 24
Table (4.4)
Knowledge Sharing of talent management practices in Inya Lake 25
Hotel
Table (4.5)
Competency Development in Inya Lake Hotel
26
Table (4.6)
Intention to Stay in Inya Lake Hotel
28
Table (4.7)
Effects of Talent Management Practices on Intention to Stay
29
Table (4.8)
Path Coefficients of Intention to Stay of Each Talent Managements 31
Practices
Table (4.9)
Mediating Effects of Competency Development on the Intention
to Stay of Each Talent Management Practice
v
37
LIST OF FIGURES
Figure 2.1.
Conceptual Frame Work of Younas and Bari
11
Figure 2.2
Conceptual Frame Work of the Study
13
Figures 4.1
Path Analysis for Intention to Stay at Inya Lake Hotel on which
38
Mentoring
Figures 4.2
Path Analysis for Intention to Stay at Inya Lake Hotel on which
39
Strategic Leadership
Figures 4.3
Path Analysis for Intention to Stay at Inya Lake Hotel on which
40
Social Media
Figures 4.4
Path Analysis for Intention to Stay at Inya Lake Hotel on which
vi
41
CHAPTER 1
INTRODUCTION
Myanmar's hospitality sector is a key contributor to the country's economic landscape
has been a vital source of employment and foreign exchange. Myanmar's hotel industry is
poised for significant growth with revenue forecasted to reach US$301.30 million by 2024 and
a projected annual growth rate of 4.13%. By 2028, the market volume is expected to expand to
US$354.30 million with an estimated 3.39 million users and a user penetration rate of 6.0%.
The average revenue per user (ARPU) is anticipated to be US$102.00 with online sales
contributing to 76% of the total revenue by 2028. Despite these promising projections, the
United States is forecasted to lead in global revenue generation for the hotel market
highlighting Myanmar's growing potential amid the rise in tourism and foreign investment
(www.statista.com, 2023). Despite its crucial role, the industry has faced a decline due to some
issues since some years ago. This downturn has resulted in decreased employee engagement
demanding urgent attention from managements. Timely addressing of these challenges is
imperative to sustain the commitment of the workforce, crucial for upholding operational
quality and service standards in the hotel sector (Bhuian, 2021).
Inya Lake Hotel acknowledges the paramount implication of retaining its employees,
understanding that their dedication and expertise are instrumental in delivering exceptional
service and maintaining the hotel's reputation. As such, the implementation of effective Talent
Management practices is deemed indispensable for nurturing Competency Development
among its workforce. This study delves deep into the intricate relationship between Talent
Management Practices and Intention to Stay, with a specific focus on how Competency
Development acts as a mediator in this dynamic process. By delving into these critical factors,
the research aims to shed light on the most effective strategies for fostering employee
commitment, particularly in the face of unstable conditions such as economic downturns or
political uncertainties. The ultimate goal is to unearth actionable insights that will enable Inya
Lake Hotel to cultivate a loyal and skilled workforce, ensuring its enduring success and
sustainability in the competitive hospitality industry. Through a comprehensive understanding
of the underlying mechanisms driving employee retention, the hotel can implement targeted
initiatives and policies that prioritize employee satisfaction, professional growth, and long-term
engagement, thereby fortifying its position as a leading player in the market. This study outlines
1
the intricate relationship between Talent Management Practices, Competency Development,
and Employee Intention to Stay within the hotel industry, emphasizing their collective impact
on organizational success particularly at Inya Lake Hotel.
1.1
The Rationale of the Study
Myanmar's tourism landscape has undergone a remarkable transformation in the last
decade evolving from obscurity to prominence. Nestled between tourist giants India and
Thailand, Myanmar experienced unprecedented growth following political changes in 2010. A
surge in tourist arrivals led to a rapid expansion of the hospitality sector. However, this upward
trajectory faced unanticipated challenges in recent years. Examining historical trends, recent
disruptions and the slow recovery in 2022 and 2023. This research provides nuanced insights
into Myanmar's current standing in global tourism. Beyond numbers, it uncovers the complex
interplay of geopolitics, global crises and the intrinsic allure of a nation finding its place in the
tourism spotlight (www.charltonsmyanmar.com, 2023). This research is motivated by the
crucial role of employee retention in organizational success, particularly within the context of
Inya Lake Hotel. Through the strategic implementation of Talent Management practices, the
hotel aims to enhance Competency Development among its employees. This study delves into
the nuanced relationship between Talent Management Practices and employees' Intention to
Stay shedding light on both the direct and indirect effects of these practices on workforce
commitment and skill development. By investigating these dynamics, the research seeks to
provide valuable insights and recommendations to support the hotel's efforts in talent
management and retention strategies.
This study aims to probe into the nuanced impact of Talent Management Practices on
employees' Intention to Stay through Competency development at Inya Lake Hotel. By delving
into the specific context of Inya Lake Hotel in Yangon, the research endeavors to unearth
insights that go beyond theoretical frameworks offering practical strategies to fortify employee
commitment in this specialized department. Through an exploration of the organizational
landscape, historical trends and the evolving dynamics of talent management, this study aspires
to contribute not only to the immediate concerns of Inya Lake Hotel but also to the broader
discourse on effective Talent Management Practices in the dynamic and challenging sector
within the hospitality industry.
2
1.2
The Objectives of the Study
The following are the research objectives of the study:
1) To analyze the direct effect of talent management practices on intention to stay of employees
at Inya Lake Hotel
2) To analyze the indirect effect of talent management practices on intention to stay of
employees through competency development at Inya Lake Hotel
1.3
Scope and Method of the Study
This study delves into the multifaceted realm of Talent Management Practices and their
profound implications for both employee retention and Competency Development within the
distinct setting of Inya Lake Hotel in Myanmar. By encompassing the entire workforce
comprising 125 employees, the research adopts a meticulous Census sampling method,
ensuring a comprehensive representation of the diverse personnel within the hotel. Through
primary data collection methods of the personal interviews with the specifically structured
questionnaires administered through a survey approach, the study aims to capture the nuanced
perspectives of employees regarding various aspects of Talent Management Practices, their
intentions to remain with the organization, and their personal experiences related to
Competency Development initiatives.
Utilizing a combination of descriptive methods and advanced statistical techniques such
as linear regression analysis, the study endeavors to unravel the intricate interplay between
these pivotal variables. By examining both the direct impact of Talent Management Practices
on employee retention and Competency Development, as well as the indirect influence
mediated through Competency Development, the research seeks to uncover deeper insights
into the underlying mechanisms driving employee engagement and organizational
commitment. Additionally, complementing the primary data collection efforts, secondary data
sourced from a diverse array of sources including previous research papers, the company
website and Inya Lake Hotel's Human Resources Department will be leveraged to enrich the
findings and provide a comprehensive understanding of the subject matter. This complete
approach not only enhances the credibility and robustness of the research findings but also
facilitates a more nuanced analysis of the complex dynamics at play within the organizational
context of Inya Lake Hotel.
3
The overarching goal of this comprehensive study is to offer valuable insights and
evidence-based recommendations aimed at optimizing Talent Management Practices within
Inya Lake Hotel. By finding areas of improvement and opportunities for enhancement, the
research aspires to contribute to the cultivation of a highly engaged and competent workforce,
thereby fostering a culture of sustained organizational success and elasticity in the continuallydeveloping landscape of the hospitality industry.
1.4
The Organization of the Study
The study unfolds in a structured manner across its five chapters. Chapter 1: The
Introduction sets the stage by presenting the rationale of the study, objectives of study, scope
and method of the study and the last of the organization of the study. Chapter 2 establishes the
theoretical framework, providing a conceptual basis for understanding the dynamics of Talent
Management Practices, Competency Development and employee retention. Chapter 3 offers a
detailed exploration of Inya Lake Hotel's profile and its specific Talent Management Practices.
The crux of the study lies in Chapter 4 where a thorough analysis dissects the direct and indirect
effects of these practices on employee Intention to Stay. Finally, Chapter 5 synthesizes key
findings, draws conclusions and provides actionable recommendations. This organized
approach ensures a comprehensive examination of the nuanced relationships within the context
of Inya Lake Hotel contributing valuable insights to the effective implementation of Talent
Management Practices in the hospitality industry.
4
CHAPTER 2
THEORECTICAL BACKGROUND
This chapter establishes a robust theoretical foundation for the study drawing upon a
conceptual framework that integrates key elements of Talent Management Practices. The
framework revolves around the core practices of mentoring, strategic leadership, social media
utilization and knowledge sharing, collectively influencing employees' intention to stay by way
of competency development.
Talent management is about attracting, developing and retaining valuable individuals
aligned with strategic goals. This strategic approach fosters high performance encourages a
culture of learning, enhances the employer brand and promotes diversity (CIPD, 2023). The
essence of talent management lies in identifying, recruiting and retaining individuals who
contribute significantly to the success of your organization. It stands as a top-priority, strategic
process for progressive People Companies that recognize the pivotal role their workforce plays
in determining overall company performance. Talent, in this context extends beyond individual
high performers to encompass individuals whose behavior and characteristics wield notable
influence in motivating and empowering their colleagues (www.sage.com, 2023). In this
research, the researcher explores the impact of talent management on the intention to stay at
Inya Lake Hotel by investigating its influence on competency development. Competency
development is the integration of skills, knowledge and job attitude aimed at achieving desired
workplace behavior and performance. Employees feel that the organization is investing in their
development which can lead to an increase in their emotional attachment towards the
organization and consequently increase their desire to stay in the organization. (Moreira and
Cesario, 2020).
2.1
Talent Management Practices
In this study, Talent Management Practices refer to the systematic and strategic
approaches employed by Inya Lake Hotel in competency developing and retention to stay at
the organization. The focus is on key elements such as mentoring, strategic leadership, social
media utilization and knowledge sharing. These practices are investigated for their impact on
employees' intention to stay through the lens of competency development. The thesis examines
how the hotel implements and integrates these Talent Management Practices to create a high-
5
performance workplace, foster a learning climate, enhance the employer brand and improve
diversity.
2.1.1
Mentoring
Mentoring is crucial for career development in the hospitality industry and involving a
senior employee sharing knowledge with a less experienced mentee. This practice is gaining
popularity, benefiting mentees with insights, skills and an expanded network while mentors
refine leadership and coaching abilities gaining a fresh industry perspective (www.hcapro.com, 2023). Mentoring is a pivotal factor in the career development of hospitality
professionals. Mentors assist mentees in setting career goals, developing essential skills and
acquiring valuable industry experience. Collaborating with a mentor provides guidance and
support aiding mentees in navigating their career paths effectively. Mentors offer insights into
diverse career trajectories within the hospitality sector, sharing personal success stories and
providing advice on honing specific skills required for various roles such as leadership or
customer service. Constructive feedback from mentors enables mentees to identify areas for
improvement, fostering accelerated career development.
Through dedicated mentoring efforts, hospitality professionals can expedite their career
advancement and achieve their goals more efficiently. Mentoring programs are vital for
improving employee retention in the hospitality industry. Studies show that employees who
receive mentoring are more likely to stay longer with their employers, fostering increased job
satisfaction and engagement. By providing support, guidance and direction, mentors help
employees identify career goals, build essential skills and gain experience, leading to a more
committed and motivated workforce. Engaging employees through mentoring contributes to
higher retention rates making it an effective strategy for a dedicated workforce in the hospitality
sector.
2.1.2
Strategic Leadership
Strategic leadership is pivotal in the hospitality industry driving business success and
enhancing outcomes through staff engagement. Research reveals a direct link between
employee satisfaction and a notable boost in profitability. The relationship between employees
and senior leaders is critical for fostering staff loyalty with successful hospitality leaders
ensuring workforce appreciation and positive organizational connections. Effective leadership
in this dynamic industry encompasses various styles such as team-oriented, entrepreneurial and
innovative approaches, each tailored to meet unique demands and attract top talent. In this
6
multifaceted environment, prioritizing teams, embracing entrepreneurial spirit and encouraging
innovation positions leaders for success and excellence in hospitality (lesroches, 2023).
Strategic leadership is pivotal in hotel operations as it establishes the organizational tone and
dictates the hotel's overall success. Through inspiration, direction and a focus on ensuring
customer satisfaction, effective leadership becomes a driving force in propelling the hotel
towards excellence (Groenewald, 2023). Leadership is indispensable in hotel operations,
guiding the organization's vision, motivating staff and ensuring overall success. Hotel leaders
set clear goals, implement effective rules and procedures and provide essential guidance to
ensure a cohesive and well-functioning team. Their role extends to guaranteeing visitor
satisfaction by establishing service standards and promptly addressing any concerns. Effective
leadership in hotels contributes to higher staff morale, reduced turnover and increased
productivity, essential elements for the success of these complex organizations.
2.1.3
Social Media
The utilization of social media contributes to the formation of structural, relational and
cognitive social capital positively impacting job performance. It extends existing knowledge
of social capital theory specifically for employees engaging with coworkers through social
media within organizational contexts (Ghorbanzadeh and Safonova, 2021). Social media
management practices encompass monitoring and comment responding along with
responsiveness and information dissemination. These practices have a positive impact on hotel
performance that reflected in online review scores and revenue measured through RevPAR.
The results suggest that effective social media utilization provides hotels with competitive
advantages emphasizing the importance of resource management through these platforms. This
trend is expected to elevate the visibility of studies in the hospitality sector, further emphasizing
the strategic role of social media in hotel operations (Pereira and Freitas, 2023). The impact of
Social Media on hotel employee intention to stay refers to the influence of social media
platforms on the likelihood of employees choosing to remain with their current hotel employer.
This effect can be explored by examining how social media practices, engagement or the
overall digital presence of the hotel contribute to employees' perceptions of their workplace,
job satisfaction and commitment, ultimately influencing their decision to stay or leave the
organization. The study may involve analyzing the correlation between social media initiatives,
employee engagement and retention rates within the hotel industry.
7
2.1.4
Knowledge Sharing
The hotel industry being service-intensive places a significant emphasis on
human resources where employees' knowledge and capabilities play a crucial role. Challenges
such as costly information storage systems arise when employees are hesitant to share their
skills, knowledge and experiences with their peers. Knowledge sharing is deemed an ideal
model for efficient operations in hotels. Despite the business world's recognition of the
importance of knowledge sharing, limited studies have explored its impact on employees'
knowledge and capabilities in the context of the hotel industry (Danthanarayana, 2020).
Enhancing learning and knowledge sharing in the competitive hospitality industry is crucial for
differentiation, meeting evolving customer expectations, retaining top talent and ensuring
customer satisfaction. Experiential learning, cooperative education programs and innovative
tools like computer-based simulations contribute to effective hospitality education and bridge
the theory-practice gap (SCISPACE, 2023).
This thesis highlights the pivotal role of human resources in the hotel industry
emphasizing the challenges of knowledge sharing reluctance and its impact. Limited studies
explore this aspect despite its acknowledged importance. Additionally, it underscores the
critical need to enhance learning and knowledge sharing in the competitive hospitality sector
for differentiation and customer satisfaction. Strategies like experiential learning and
innovative tools contribute to effective hospitality education. Lastly, the study recognizes the
importance of interactional justice in decision-making processes, advocating for respectful
treatment and accurate information provision to foster fairness and legitimacy.
2.2
Competency Development in Hotel Industry
Competencies are essential tools for employees providing clarity on job expectations
and guiding professional growth. They serve as focal points in performance discussions,
fostering dialogues about strengths and areas for improvement. Employees strategically
leverage competencies for targeted growth aligning with career goals contributing to excellence
in their roles. They also play a crucial role for career progression offering insights into required
skill sets for those eyeing supervisory or managerial positions or contemplating transitions
(NIH, 2023).
The diverse hospitality industry covering food service and lodging demands a thorough
understanding of the skills and competencies essential for its various professions. Small
businesses in the hospitality sector must prioritize the identification of these key attributes to
8
ensure optimal hiring particularly for management positions. Recognizing and valuing the
necessary skills and competencies contribute to the success of businesses in this multifaceted
industry. In the hospitality industry meeting specific professional standards is crucial for
effectiveness and ensuring appropriate service to clients. These standards encompass efficient
communication, unwavering professionalism and specific personality traits like honesty and
dependability.
In the hospitality industry, individuals must adhere to specific professional standards to
excel in their roles ensuring the provision of appropriate service to clients. These standards
encompass efficient communication maintaining a high degree of professionalism at all times
and embodying specific personality traits such as honesty and dependability. Employees within
this sector are expected to exhibit competency in their duties contributing to the overall success
and positive reputation of businesses operating in the hospitality domain (Long, 2023). The
development of competencies among employees is a critical factor influencing their intention
to stay in the hotel industry. As employees enhance their skills, knowledge and abilities, they
become more engaged and satisfied with their roles. Competency development contributes to
a sense of professional growth and accomplishment, fostering loyalty and commitment to the
organization. In the hotel industry where service excellence is paramount and employees who
continuously develop their competencies are likely to feel more valued and aligned with the
organizational goals, thereby increasing their intention to stay and contribute to the long-term
success of the hotel.
2.3
Intention to Stay in Organization
Organizational efforts to understand the drivers of employee retention are crucial for
reducing turnover. Regardless of the industry, gaining insight into employees' perceptions of
the organization and its working culture is essential. A positive and supportive work
environment, fostered through motivation and trust enhances the bond between the
organization and its employees. When leaders genuinely value employees beyond their roles,
it elevates performance levels and encourages prolonged commitment to the organization
(Shahid, 2018). Boosting productivity is intricately tied to the formulation of effective
strategies aimed at retaining key performers within the organization. This retention challenge
is notably influenced by two critical factors named opportunities for growth and the overall
work environment fostered by the company. Intention to stay becomes a crucial aspect in
addressing these elements highlighting the importance of creating an environment that
encourages professional development and offers favorable working conditions. By strategically
9
addressing these factors, organizations can not only foster employee retention but also ensure
the sustained effectiveness and success of the overall organizational structure (Divyashree and
Jayanna, 2019).
Effectively managing employees' intention to stay is crucial for organizational success.
This involves addressing key factors such as providing opportunities for growth and ensuring
a positive work environment. By recognizing and acting upon these elements, organizations
can enhance productivity, retain key performers and contribute to overall workforce wellbeing. The strategic cultivation of an environment that supports professional development and
favorable working conditions is essential for fostering employee loyalty and commitment. In
navigating these aspects, organizations play a vital role in sustaining their effectiveness and
long-term success.
2.4
Empirical Studies
Several studies have contributed valuable insights to the current research on talent
management practices and employee retention. The first article is entitled “The relationship
between talent management practices and retention of generation ‘Y’ employees: mediating
role of competency development” that written by Younas and Bari (2020). This thesis aimed
to assess the impact of Talent Management (TM) practices, including mentoring, strategic
leadership, social media and knowledge sharing on the intention to stay among Generation Y
employees. This study involving 372 Generation Y participants utilized the PLS-SEM model
and smartPLS-3 software for data analysis. Results indicate that TM practices positively
influence the intention to stay with mentoring, strategic leadership and social media showing
significant effects while knowledge sharing does not. The study explores the mediating role of
Competency Development revealing its mediation in the relationships between strategic
leadership, social media, knowledge sharing and intention to stay. However, Competency
Development does not significantly mediate the relationship between mentoring and intention
to stay. Notable differences lie in the sample size and context with the previous study involving
372 respondents of Generation Y, while the current study gathered data from 125 employees
at Inya Lake Hotel, Yangon. These studies collectively enhance our understanding of the
intricate dynamics between talent management practices, competency development and
employee retention, offering valuable insights for both academia and practical applications in
talent management.
10
Figure 2.1. Conceptual Frame Work of Younas and Bari
Source: Younas and Bari (2020)
The findings of this study validated that competency development serves as a mediating
factor in the correlation between talent management (TM) practices such as social media
utilization, strategic leadership and knowledge sharing, and the intention to stay among
Generation Y employees. However, the results indicate that competency development does not
significantly mediate the relationship between participation in mentoring programs and the
intention to stay of Generation Y employees. As a recommendation, scholars suggest that
management should consider implementing reverse mentoring initiatives from the viewpoint
of Generation Y employees. This approach could potentially enhance engagement and
retention among younger employees by leveraging their unique perspectives and expertise.
The second article related to the studies was written by Shahid (2018) which is entitled
“Employee Intention to Stay: An Environment Based on Trust and Motivation”. This study
aims to identify the key factors influencing employee intention to stay contributing to the
broader literature on the significance of trust, motivation and positive work environments. The
findings suggest that organizations cannot directly instill motivation or trust in their employees;
rather, they create an environment conducive to employees fulfilling their growth and
development needs, progressing in their careers and fostering connections with their
employers. While both the previous and current studies share a focus on Employee Intention
to Stay, the current study provides a more extensive exploration of the impact of Talent
11
Management Practices on Employee Intention to Stay in the hotel industry, particularly at Inya
Lake Hotel, Yangon.
Thirdly, “Competences development and turnover intentions: the serial mediation
effect of perceived internal employability and affective commitment” was written by Moreira
and Cesario (2020) investigated the serial mediation effect of perceived internal employability
and affective commitment in the correlation between organizational practices of competence
development and turnover intentions. It seeks to understand how employees' perceptions of
their internal employability and their emotional commitment to the organization mediate the
impact of organizational practices related to competence development on their intentions to
leave the company. This study delves into the intricate connections between these variables
offering insights into the nuanced dynamics that influence employees' decisions regarding
turnover. The previous study and the current study share a common focus on investigating the
employee's intention to stay through competency development.
2.5
The Conceptual Framework of the Study
This study conceptualizes the intricate relationship between Talent Management
Practices (mentoring, strategic leadership, social media and knowledge sharing), Competency
Development and Employee Intention to Stay in the hotel industry particularly at Inya Lake
Hotel, Yangon. Talent Management Practices influence Competency Development shaping
employees' skills and attitudes, ultimately impacting their intention to stay. The dynamic
context of the hotel industry adds depth to the framework allowing for a nuanced analysis of
factors influencing employee retention.
This thesis adopts a theoretical framework rooted in Talent Management Theory,
Competency Development and Employee Retention Theories to explore the impact of Talent
Management Practices on Employee Intention to Stay in the unique context of the hotel
industry. The study integrates insights from hospitality management dynamics emphasizing the
roles of mentoring, strategic leadership, social media and knowledge sharing. By examining
how these practices shape Competency Development and influence retention-related factors,
the framework provides a nuanced understanding tailored to the specific challenges and
dynamics of Inya Lake Hotel, Yangon.
12
Figure 2.2 Conceptual Frame Work of the Study
Talent Management
Practices
Mediator
Mentoring
Competency
Development
Strategic Leadership
Social Media
Intention to Stay
Knowledge Sharing
Source: Own Compilation (2023)
The conceptual framework illustrated in Figure 2.2 outlines the interconnected
relationships between Talent Management Practices, Competency Development and Employee
Intention to Stay, specifically within the context of Inya Lake Hotel in Yangon. At the core of
this framework are Talent Management Practices including mentoring, strategic leadership,
social media and knowledge sharing. These practices serve as the driving forces behind
employees' perceptions and experiences within the organization. Through Competency
Development which acts as a mediator, these practices influence the skills, knowledge and
attitudes of employees, ultimately impacting their Intention to Stay within the organization. By
examining these dynamics, the framework provides valuable insights into the strategies that
can be implemented to enhance employee retention and foster organizational success at Inya
Lake Hotel.
13
CHAPTER 3
THE PROFILE OF INYA LAKE HOTEL AND THE RESPONDENTS
In this chapter, the researcher delved into a comprehensive overview of Inya Lake
Hotel, located in the vibrant city of Yangon. This esteemed establishment boasts a rich profile
steeped in tradition and hospitality excellence.
3.1
Profile of Inya Lake Hotel, Yangon
The Inya Lake hotel's lush surroundings and serene ambiance offer guests a retreat from
the urban hustle and bustle providing a peaceful respite amidst the vibrant energy of Yangon.
Situated on the shores of the picturesque Inya Lake, the hotel boasts stunning views of the
tranquil waters and verdant landscapes, creating a serene backdrop for relaxation and
rejuvenation. Originally constructed in the late 1950s as a diplomatic gift from the Soviet Union
to Myanmar, the Inya Lake Hotel has since evolved into a premier hospitality destination,
renowned for its timeless elegance and flawless service. While the hotel has undergone
renovations and modernizations over the years, it has remained true to its architectural heritage,
retaining its distinctive design elements and historic charm. The hotel's grand lobby welcomes
guests with its soaring ceilings, ornate furnishings and classic decor, exuding an air of
sophistication and refinement. The spacious rooms and suites offer a luxurious retreat,
featuring plush furnishings, modern amenities, and breathtaking views of the surrounding
landscape. Whether guests are seeking a tranquil escape or a memorable celebration, the Inya
Lake Hotel offers a range of facilities and services to cater to every need.
In addition to its luxurious accommodations, the hotel boasts an array of dining options
ranging from fine dining restaurants to casual cafes, where guests can savor delectable cuisine
prepared by expert chefs. The hotel's culinary offerings showcase the rich diversity of
Myanmar's culinary heritage with a focus on fresh, locally sourced ingredients and innovative
flavors. Beyond its exquisite accommodations and culinary delights, the Inya Lake Hotel offers
an array of leisure and recreational facilities including a sparkling outdoor pool, a wellequipped fitness center and lush landscaped gardens where guests can unwind and reconnect
with nature. Whether lounging by the poolside, indulging in a spa treatment, or exploring the
vibrant city of Yangon, guests are sure to find their stay at the Inya Lake Hotel to be a truly
unforgettable experience.
14
The hotel's location offers a perfect blend of serenity and accessibility that situated just
a short drive away from some of Yangon's most renowned attractions. Guests can easily explore
cultural landmarks such as the awe-inspiring Shwedagon Pagoda or immerse themselves in the
vibrant atmosphere of Bogyoke Market. Upon returning to the hotel, they are greeted by a range
of modern amenities designed to enhance their stay including complimentary Wi-Fi, wellappointed rooms with private balconies and a rejuvenating outdoor pool.
Dining options at the Inya Lake Hotel cater to diverse tastes with the Orchid Cafe
offering a delectable array of Western dishes complemented by refreshing beverages available
at the Lake View Bar and Pool Bar. Beyond culinary delights, the hotel provides practical
conveniences such as currency exchange services, luggage storage facilities and efficient
laundry services. Whether guests are visiting for leisure or business, they can expect a seamless
experience characterized by warm hospitality and unparalleled comfort. Despite its evolution
over the years, the Inya Lake Hotel remains rooted in its storied past serving as a testament to
its enduring legacy and commitment to excellence. From its origins as a diplomatic gift to its
present-day status as a premier hospitality destination, the hotel continues to enchant visitors
with its blend of timeless elegance and contemporary sophistication. Amidst the ever-changing
landscape of Yangon, the Inya Lake Hotel stands as a beacon of serenity that offering a
sanctuary where guests can create cherished memories and unforgettable experiences.
3.2
Product & Service of Inya Lake Hotel
For food and beverages facilities sector, the Inya Lake Hotel offers an enticing array of
dining experiences to satisfy every craving and cater to every palate. Begin your culinary
journey at the Inya Lake Restaurant situated at the heart of the hotel with panoramic views of
the tranquil lake. Here, you can indulge in a diverse selection of Western and Asian specialties
expertly crafted by our talented chefs to tantalize your taste buds and delight your senses.
Whether you're in the mood for a hearty breakfast, a leisurely lunch, or an elegant dinner, the
Inya Lake Restaurant promises a memorable dining experience in a relaxed and inviting
ambiance. For a more casual dining experience, head to the Poolside Bar where you can enjoy
light meals, refreshing drinks and signature cocktails while basking in the natural beauty of the
lush surroundings. Whether you're lounging by the pool or soaking up the sun on the terrace,
the Poolside Bar offers the perfect setting to unwind and indulge in delicious fare.
15
As the day draws to a close, immerse yourself in the serene ambiance of the Lake View
Bar, where you can sip on cool drinks and cocktails while taking in the breathtaking sunset
over the tranquil waters of the Inya Lake. Whether you're unwinding after a long day of
sightseeing or enjoying a romantic evening with a loved one, the Lake View Bar offers a
peaceful retreat where you can relax and rejuvenate. And for those with a sweet tooth, the Deli
Shop in the lobby awaits offering a tempting assortment of freshly baked pastries, decadent
chocolates and indulgent cakes, along with a selection of hot beverages to warm your soul.
Whether you're in need of a mid-day pick-me-up or a late-night treat, the Deli Shop has
something to satisfy every craving and leave you craving for more. With its diverse dining
options and stunning lakeside setting, the Inya Lake Hotel invites you to embark on a culinary
journey that will tantalize your taste buds, soothe your soul and create memories to last a
lifetime. Whether you're dining with family, friends or that special someone, our restaurants
and bars promise a culinary experience that is as unforgettable as it is delicious.
Inya Lake Hotel in Yangon offers a range of accommodation options tailored to meet
the diverse needs of its guests. The Superior Rooms, spanning 29 sqm provide a cozy retreat
with either a king or twin bed and dedicated bedside reading lights. Guests can enjoy views of
the lush gardens or the serene lake from the balcony while staying connected with free Wi-Fi
and enjoying modern amenities such as air conditioning, cable TV and a minibar. The Deluxe
Rooms, offering 44 sqm of space provide ample comfort with a balcony overlooking the
gardens or the lake and a cozy seating area for relaxation. These rooms also feature modern
amenities including free Wi-Fi, air conditioning and a safety deposit box. For those seeking an
elevated experience, the Junior Suites offer 50 sqm of luxury with a separate living area and
floor-to-ceiling windows providing stunning views of the surroundings. Each suite comes
equipped with free Wi-Fi, air conditioning, and a minibar, ensuring a memorable stay immersed
in Myanmar's rich heritage. Additionally, all rooms and suites boast amenities such as a
bathtub, shower, wardrobe, hairdryer, and telephone providing guests with everything they
need for a comfortable and enjoyable stay at Inya Lake Hotel.
For event sector, Inya Lake Hotel offers an enchanting setting for weddings providing
couples with a range of exquisite venues to choose from. The garden venue with its lush
greenery and panoramic views of the lake exudes romance and charm creating a magical
atmosphere for exchanging vows. The hotel's dedicated team of professionals is on hand to
assist with every aspect of wedding planning, from coordinating decorations and catering to
16
arranging music and photography services, ensuring that each detail reflects the couple's unique
vision. For larger celebrations, the magnificent ballroom, known as Mingalar Hall offers a
grand and elegant space that can accommodate up to 500 guests indoors while the Sunset
Terrace and expansive lawns provide versatile options for outdoor receptions of up to 1000
guests. Whether you prefer an intimate garden ceremony or a lavish ballroom affair, Inya Lake
Hotel promises to make your wedding day truly memorable and unforgettable.
The hotel's experienced and highly dedicated staff is fully trained in every aspect of
conference planning and operation ensuring seamless execution for seminars, banquets and
other events. With international standard facilities and impeccable yet discreet service guests
can expect nothing but the best for their gatherings. The hotel boasts 6 function rooms that can
be arranged in various configurations including Theatre, U-Shape, Classroom, Banquet and
Cocktail setups accommodating a maximum capacity of 500 persons in the grand Mingalar
Ballroom. Additionally, the Jade Room, Elephant Room and Ruby Room offer versatile options
for events of different sizes, ensuring flexibility to suit every need. Besides, the hotel's catering
services are second to none with the chef and his team poised to delight guests with an array of
culinary delights. Whether it's a birthday party, product launch, wedding or engagement dinner,
the capable team is ready to cater to every occasion. From Western to Asian and Myanmar
cuisine, guests can expect a gastronomic experience that will leave a lasting impression on their
palate. With meticulous attention to detail and a commitment to excellence, the hotel's catering
services ensure that every event is a resounding success.
3.3
Demographic Profile of the Respondents
In this section, the researcher delves into the profile of the respondents who
participated in the study providing valuable insights into their demographic characteristics and
professional backgrounds. The respondents totaling 125 individuals represent a diverse crosssection of employees at Inya Lake Hotel in Myanmar. Analysis of demographic data reveals
details such as gender distribution, age range, educational qualifications, marital status, and
years of work experience within the hospitality industry. Understanding these demographic
attributes offers a comprehensive understanding of the study participants and provides context
for interpreting their responses to survey questions related to talent management practices,
competency development and intention to stay at the hotel. Through a detailed exploration of
the profile of the respondents, this study aims to shed light on the factors influencing employee
perceptions and behaviors within the organizational context of Inya Lake Hotel.
17
Understanding the gender distribution is essential for recognizing potential variations
in responses based on gender and considering gender-specific perspectives in the analysis of
talent management practices, competency development, and intention to stay. And this
information is presented in the form of tables and figures. Table (3.1) shows that about the
gender distribution among the respondents reveals that the majority, accounting for 82.5%,
identified as male while 16.7% identified as female. These statistics provide an overview of
the gender composition within the sample of 125 individuals from Inya Lake Hotel who
participated in the study.
The age distribution among the respondents showcases a diverse range of demographics
within the sample population. A significant portion accounting for 53.6% of the respondents
who belongs to the age group of 20-30 years indicating a relatively youthful workforce at Inya
Lake Hotel. 40.0% of the respondents are aged between 31-40 years reflecting a substantial
representation of mid-career professionals within the organization. A smaller yet notable
proportion comprising 6.4% of the sample, falls within the age bracket of 41-50 years who
suggesting a presence of experienced employees contributing to the workforce. Interestingly,
no respondents in the sample are between 51-60 years old, highlighting a potential gap in
representation within the older age demographic.
The survey findings reveal a diverse educational background among the respondents,
offering valuable insights into the sample population. A significant majority, comprising 72.0%
of the participants have completed their education at the undergraduate level indicating a
substantial representation of individuals with bachelor's degrees within the sample. Then,
24.8% of the respondents have pursued postgraduate education reflecting a notable proportion
of participants with advanced academic qualifications such as master's degrees. Also, a smaller
yet noteworthy segment constituting 3.2% of the sample have obtained doctoral or professional
degrees showcasing a subset of highly educated individuals within the surveyed population.
The analysis of work experience distribution among the participants reveals notable
patterns within the sample population. The majority of respondents comprising 74.4%, possess
work experiences ranging from 1 to 3 years that indicating a significant proportion of relatively
junior employees within the surveyed group. A smaller yet considerable segment, constituting
22.4% of the sample falls within the 4 to 6 years' experience bracket suggesting a moderate
level of mid-level experience among participants. Only 3.2% of respondents report having
accumulated 6 to 10 years of work experience indicating a relatively limited representation of
18
individuals with more extensive professional backgrounds. Notably, there are no participants
with work experiences exceeding 10 years in the current sample that highlighting the absence
of senior-level employees in the surveyed population.
For the analysis of marital status distribution, the majority of respondents, comprising
53.6%, report being single indicating a predominant representation of unmarried individuals
within the sample. Equally, 46.4% of participants identify as married reflecting a substantial
proportion of individuals in committed relationships. Notably, no respondents report being
divorced or widowed, suggesting the absence of individuals who have undergone significant
marital status changes within the surveyed group.
Table (3.1) Demographic Profile of the Respondents
Profile of
respondents
No.
6
1
Gender
2
Age
3
Educational Background
4
Work experience
5
Marital status
Role at Work
Description
Total
Male
Female
20-30 years
31-40 years
41-50years
51-60 years
Manager
Supervisor
Ground Staff
Manager
1 to 3 years
4 to 6 years
6 to 10 years
above 10 years
Single
Married
Divorced
Widowed
General Staff
Supervisor
Manager
HOD
Source: Survey Data (2024)
19
No. of
Percentage
(%)
Respondents
125
100.00
104
83
21
17
67
53.6
50
40
8
6.4
0
0.0
90
72.0
31
24.8
4
3.2
90
72.0
93
74.4
28
22.4
4
3.2
0
0
67
53.6
58
46.4
0
0
0
0
100
80.0
16
12.8
5
4.0
4
3.2
The analysis of roles among participants reveals a hierarchical distribution within the
organizational structure of Inya Lake Hotel. The majority of respondents comprising 80.0%,
occupy positions as general staff, representing the frontline workforce responsible for day-today operations. A smaller proportion accounting for 12.8%, hold supervisory roles overseeing
the activities of the general staff and ensuring operational efficiency. Moreover, 4.0% of
respondents are managers responsible for strategic decision-making and departmental
management while 3.2% serve as Heads of Departments (HOD) playing a key role in
overseeing departmental operations and implementing organizational policies.
20
CHAPTER 4
ANALYSIS ON TALENT MANAGEMENT PRACTICES,
COMPENTENCY DEVELOPMENT AND INTENTION TO STAY
This Chapter delves into the analysis of customer perceived value, customer satisfaction
and brand loyalty within the context of Inya Lake Hotel. This chapter aims to explore the
intricate relationships between these key variables and their implications for the hotel's success
in meeting customer expectations and fostering loyalty. In this chapter, the researcher employs
multiple regression methods and path analysis to examine the relationship between talent
management practices and intention to stay at the studying organization with competency
development serving as a potential mediator. Path analysis is a form of regression analysis that
allows us to evaluate causal models by investigating the relationships between dependent and
independent variables. It serves as a valuable tool for analyzing multiple linear regressions,
particularly when there are intermediate variables and indirect effects due to correlated
variables. Through path analytic modeling, estimated the main path coefficients from the
independent variables to the dependent variables providing insights into the direct and
mediated effects of talent management practices on employees' intention to stay at the
organization.
4.1
Analysis of Talent Management Practices
This analysis, as reflected in the mean scores and standard deviations offers a sight into
the central tendencies and variations within the dataset. For the independent variables
encompassing talent management practices (mentoring, strategic leadership, social media and
knowledge sharing), mean scores indicate employees' average perceptions of each practice.
These scores serve as indicators of how employees perceive and engage with these talent
management components.
21
4.1.1 Mentoring
The analysis of Table 4.9, focusing on the talent management practice of mentoring at
Inya Lake Hotel, reveals mixed views among respondents.
Table (4.1): Mentoring of talent management practices in Inya Lake Hotel
Mentor giving the staffs an outline of their expertise.
3.78
Std.
Deviation
0.485
Mentor assigns the tasks that provide the staffs chance to
2 pick acquire new abilities.
Mentor supports staffs to complete assignments.
3
3.73
0.529
3.87
0.457
Me and my mentor discussed regarding potential career
4 paths for the competency development.
Mentor delivers another point of view on the challenges by
5 sharing his or her own experiences.
Mentor provides specific strategies for achieving work
6 objectives.
Mentor expresses appreciation for the staff as an individual.
7
3.88
0.468
3.77
0.424
3.23
0.541
3.76
0.429
3.89
0.462
No
1
8
Mentoring
Mean
Aware positively of and appreciate the Mentor.
Overall Mean
3.74
Sources: Survey Data (2024)
The analysis of mentoring-related statements reveals predominantly positive
perceptions among respondents as shown in figure (4.1). They generally agree that mentors
provide valuable expertise outlines with mean score 3.78 and assign tasks for skill development
within mean score 3.73. Additionally, there is agreement that mentors actively assist in tasks
within mean score 3.87 and discuss career paths within mean score 3.88 that indicating
supportive relationships. While some areas, like providing specific strategies for objectives
may require enhancement within score 3.23, overall appreciation for mentors remains high
within overall mean score 3.74. This summary underscores the positive impact of mentoring
on employees' experiences, despite some variability in perceptions.
22
4.1.2 Strategic Leadership
Table 4.10presented in, exemplifies a varied spectrum of viewpoints among respondent
regarding Strategic Leadership that’s a crucial element of talent management practices at Inya
Lake Hotel in Myanmar.
Table (4.2): Strategic Leadership of Talent Management Practices in Inya Lake Hotel
Strategic Leadership
Mean
Std.
Deviation
The leaders give their complete concentration to staffs.
3.82
0.422
Staffs have a positive relationship with leaders.
3.81
0.578
The leaders plan in detail strategies on how to achieve an
important task.
3.70
0.512
The leaders set out objectives very effectively.
3.60
0.635
The leaders well knowledge about the staffs’ needs
related to the job done.
3.81
0.549
No
1
2
3
4
5
Overall Mean
3.75
Sources: Survey Data (2024)
The analysis from Table (4.2) provides insights into respondents' perceptions of
Strategic Leadership within the talent management practices framework at Inya Lake Hotel in
Myanmar. The mean values indicate a generally positive outlook with respondents expressing
agreement on various aspects of leadership effectiveness. They acknowledge leaders' abilities
to maintain focus, cultivate positive relationships, strategize tasks effectively and set clear
objectives suggesting confidence in leadership capabilities. Also, respondents recognize
leaders' understanding of their job-related needs, indicating a sense of alignment between
leadership strategies and employee requirements. The overall mean score of 3.75 underscores
the prevailing agreement among respondents regarding the positive perception of leadership
practices. However, the presence of standard deviations signifies some degree of variability in
individual responses, highlighting the diversity in viewpoints among the respondent pool.
Despite this variability, the overall trend indicates a favorable perception of Strategic
Leadership practices at Inya Lake Hotel.
23
4.1.3 Social Media
The analysis of data presented in Table 4.3 offers valuable insights into respondents'
perceptions of the use of Social Media at Inya Lake Hotel. The Descriptive Analysis of
individual items, including the original statements and mean values, provides a comprehensive
understanding of employees' viewpoints.
Table (4.3): Social Media of talent management practices in Inya Lake Hotel
No
Social Media
Mean
Std. Deviation
1
Legally allowed to use the organizational social media
system to update on work projects.
3.55
0.602
3.71
0.565
2
Normally use organizational social media to share
information about organizational objectives, policies,
and update information.
3.86
0.481
3
It’s allowed to use organizational social media to
share my experiences on company social media
platforms.
3.91
0.284
4
Use organizational social media to communicate with
individuals who are knowledgeable about an area of
interest.
It’s allowed to use organizational social media to
upload reliable data for usage afterwards.
3.89
0.462
5
Overall Mean
3.79
Sources: Survey Data (2024)
Respondents generally agree that they are allowed to use the organizational social
media system for work-related purposes and frequently utilize it to share information about
organizational objectives, policies, and updates. Based on the findings from the Descriptive
Analysis of Social Media, it is evident that employees at Inya Lake Hotel generally hold
positive views regarding the utilization of organizational social media platforms. The mean
values, ranging from 3.55 to 3.91, indicate agreement across various aspects of social media
usage, such as updating work projects, sharing organizational information and communicating
with knowledgeable individuals. The overall mean of 3.79 further supports the collective
positive perception. However, the standard deviations highlight some variability in responses,
24
suggesting that individual experiences and opinions may differ. These findings underscore the
importance of recognizing the diversity of viewpoints among employees when considering the
implementation and management of social media tools in the organizational context.
4.1.4 Knowledge Sharing
Table (4.4) presents the Analysis of Competency Development, shedding light on
employees' perceptions of various aspects related to skill and knowledge enhancement.
Table (4.4): Knowledge Sharing of talent management practices in Inya Lake Hotel
No
Knowledge Sharing
Mean
Std.
Deviation
3.79
0.408
1
When ask the staffs within the department about it, they
tell what they know.
When ask the staffs in the department about their skills,
they show about this.
3.44
0.498
2
3.89
0.462
3
Colleagues advise others of new knowledge they have
acquired.
Interact with coworkers with the objective to share
knowledge and information.
3.78
0.485
4
When there is inquire about colleagues outside of
5 department about it, they tell what they know.
3.85
0.493
When ask colleagues outside of department about their
6 skill established, they tell all thoroughly.
3.74
0.556
Overall Mean
3.75
Sources: Survey Data (2024)
The mean values, ranging from 3.44 to 3.89 signify a collective agreement among
respondents regarding various aspects of knowledge sharing. Employees report that colleagues
within and outside their departments willingly share information, skills and new knowledge.
The overall mean of 3.75 further supports a positive perception of knowledge-sharing practices
within the organization. While the standard deviations suggest some variability in individual
responses, the general trend indicates a favorable environment where employees engage in
interactive knowledge-sharing activities. These findings underscore the significance of
fostering a culture of open communication and collaboration to enhance knowledge sharing
25
among employees. While there is some variability in individual responses, the overall trend
highlights a positive culture that encourages interactive knowledge-sharing activities among
employees. These findings emphasize the importance of promoting open communication and
collaboration to enhance knowledge sharing within the organization.
4.2
Competency Development
Table 4.13 provides insights into the perceptions of respondents regarding Competency
Development at Inya Lake Hotel.
Table (4.5): Competency Development in Inya Lake Hotel
No
1
2
3
4
Employees report having a more experienced mentor
who guides them in their roles and from whose
experience they can learn.
3.86
Std.
Deviation
0.353
Employees indicate that their supervisors ensure their
learning on the job by assigning challenging tasks and
assignments.
Steps are taken by my superior to ensure the
development of the competencies necessary for my
career.
Training sessions are arranged in organization in order to
acquire expertise.
3.86
0.353
3.30
0.568
3.94
0.231
Competency Development
Mean
Regular performance reviews are provided to me by my
5 superior.
3.94
0.231
Personal development plans are available for me to
6 identify the competencies I need to develop.
3.89
0.462
Tasks have been assigned to me that contribute to the
7 development of my competencies for the future.
3.70
0.571
Valuable insights that contribute to the professional
8 growth are provided by mentor.
3.58
0.599
Receive guidance from experienced colleagues that helps
the improve in recent role.
Feel supported in learning and development efforts
10 within the organization.
3.89
0.462
3.94
0.231
9
Overall Mean
3.79
Sources: Survey Data (2024)
26
These findings collectively indicate a positive sentiment among employees regarding
the effectiveness of competency development practices within the organization. Based on these
results, employees at Inya Lake Hotel in Myanmar hold positive perceptions regarding talent
management practices and competency development. Employees generally express a high level
of agreement with various statements related to competency development within the
organization. They acknowledge the presence of experienced mentors who provide guidance
and opportunities for learning from their expertise. Additionally, employees feel that their
superiors actively facilitate learning on the job by assigning challenging tasks and assignments.
While there is slightly lower but still positive agreement regarding the proactive steps taken by
superiors to ensure competency development, employees strongly agree that training sessions
are available for acquiring expertise and that regular performance reviews are conducted.
Furthermore, employees affirm their positive experiences with personal development plans,
tasks contributing to competency development, mentor insights, guidance from experienced
colleagues, and overall support for learning and development efforts.
Regarding talent management, employees agree on positive relationships with leaders,
effective planning of strategies and leaders' knowledge about job-related needs. Competency
development is perceived favorably, with employees acknowledging the presence of valuable
resources, such as experienced mentors, challenging tasks and career-focused initiatives. The
workforce appreciates training sessions, regular performance reviews and the availability of
personal development plans. Generally, these positive perceptions highlight the effectiveness
of talent management and competency development strategies contributing to a supportive
work environment.
4.3
Intention to Stay in Organization
Table 4.6 provides an overview of respondents' perceptions concerning the Intention
to Stay at Inya Lake Hotel, presenting the original statements alongside mean values for each
item.
27
Table (4.6): Intention to Stay in Inya Lake Hotel
No
1
Intention to Stay
3.94
Std.
Deviation
0.231
3.31
0.465
Agree
Mean
Interpretation
Agree
I feel secure in my current position
within the hotel.
2
I prefer to stay at this organization.
I would spend the rest of my career in
this organization.
3.94
0.231
Agree
3
Employees are treated fairly and without
bias in this organization.
3.94
0.231
Agree
4
I believe my role within the organization
is essential and impactful.
3.89
0.462
Agree
5
The opportunities for growth and
6 advancement within the organization are
clear to me.
I am committed to a long-term career
7 with my current employer.
3.74
0.556
Agree
3.89
0.462
Agree
I receive adequate support and resources
8 to perform my job effectively.
3.29
0.455
Agree
I believe the organization is committed
9 to the well-being of its employees.
3.79
0.408
Agree
I envision a prosperous future for myself
10 within this organization.
3.94
0.231
Agree
Overall Mean
3.77
Agree
Sources: Survey Data (2024)
The findings reveal a positive sentiment among employees regarding their commitment
to Inya Lake Hotel. Employees express a strong sense of security and confidence in their
current positions, indicating a high level of stability within the organization. Despite a slightly
lower inclination to stay, respondents still show a positive attitude toward continued
employment. Moreover, a significant number of employees envision spending their entire
careers at the hotel, emphasizing a long-term commitment. Positive perceptions regarding
fairness, organizational commitment, and clarity of growth opportunities further contribute to
employees' overall commitment. These insights collectively indicate a prevailing sense of
optimism and satisfaction among employees at Inya Lake Hotel.
28
Based on these results, it is evident that employees at Inya Lake Hotel hold positive
perceptions and attitudes toward various aspects of their work environment, talent management
practices, competency development and their intention to stay with the organization. The high
mean values across multiple statements indicate a generally favorable outlook, emphasizing a
sense of job security, commitment and satisfaction among the respondents. These findings
provide valuable insights into the organizational dynamics and employee sentiments at Inya
Lake Hotel, shedding light on the factors contributing to a positive work culture and fostering
intentions to remain within the organization. The robust mean values across different
dimensions underscore the effectiveness of talent management practices and competency
development in influencing employees' commitment and desire to continue their careers at Inya
Lake Hotel.
4.4
Effects of Talent Management Practices on Intention to Stay in Inya Lake Hotel
Table (4.16) presents the results of the multiple regression analysis, focusing on the
effect of competency development on the intention to stay of employees at Inya Lake Hotel.
Table (4.7): Effects of Talent Management Practices on Intention to Stay
Unstandardized
Coefficients
Model
B
Standardized
Coefficients
Std.
Error
Beta
t
Sig
12.396
.000
VIF
(Constant)
0.870
0.070
Mentoring
0.135
0.125
0.175
1.079
.283
53.641
Strategic
Leadership
0.016
0.018
0.026
0.855
.394
1.880
Social Media
0.071
0.060
0.107
1.172
.244
16.855
Knowledge Sharing
0.553
0.091
0.680
6.040
.000
25.782
R Value
0.97
R Square
0.941
Adjusted R. Square
0.939
F Value
478.701
Source: Survey Data (2024)
Notes: *** = Significant at 1% level, ** = Significant at 5% level, * = Significant at 10% level
29
The statistical analysis includes several key metrics to assess the relationship between
independent variables (perceived factors such as mentoring, strategic leadership, social media
and knowledge sharing) and the dependent variable which is the total overall mean value
representing the competency development at Inya Lake Hotel. These metrics including R
Square, F Value, Unstandardized Beta Coefficients, t-Values and significance values are
presented succinctly in Table (4.7). The R Square value provides insight into the proportion of
variance in competency development explained by the independent variables while the F Value
evaluates the overall significance of the regression model. Unstandardized Beta Coefficients
indicate the strength and direction of the relationships between independent and dependent
variables. As well, t-Values assess the significance of individual coefficients helping to
determine the relative importance of each independent variable. The R Square value of 0.941
indicates that 94.1% of the variance in competency development can be explained by the
independent variables included in the model namely Mentoring, Strategic Leadership, Social
media and Knowledge Sharing. This high R Square value suggests that the model provides a
good fit for the data and effectively captures the relationships between the variables. Also, the
F Value of 478.701 is statistically significant indicating that the overall regression model is
significant. This suggests that the independent variables collectively have a significant impact
on competency development.
Examining the Unstandardized Beta Coefficients, it is observed that knowledge sharing
has the highest coefficient of 0.553 indicating the strongest impact on competency development
among the independent variables included in the model. This coefficient suggests that for every
one-unit increase in knowledge sharing, there is a corresponding increase of 0.553 units in
competency development. The t-Values associated with each independent variable provide
information about the significance of their individual coefficients. In this analysis, knowledge
sharing (t = 6.040) is found to be statistically significant at the 0.05 level, indicating a strong
positive relationship with competency development. However, the t-Values for Mentoring,
Strategic Leadership and Social Media are relatively lower suggesting weaker relationships
that are not statistically significant.
Overall, the analysis indicates that knowledge sharing is the most influential factor in
driving competency development among employees at Inya Lake Hotel. While Mentoring,
Strategic Leadership and Social media may have some influence, their effects are not
statistically significant in this model. This statistical analysis aims to explain the impact of
30
various supposed factors on competency development at Inya Lake Hotel providing valuable
insights for organizational development strategies.
4.5
Mediating Effected of Competency Development on the Relationship Between
Talent Management Practices and Intention to Stay at Inya Lake Hotel
The study focuses on examining the relationship between talent management practices,
competency development, and intention to stay at Inya Lake Hotel. Talent management
practices are considered the independent variables, competency development serves as the
mediator variable and intention to stay is the dependent variable. The path analysis method is
employed to investigate the mediating effect of competency development on the relationship
between talent management practices and intention to stay. Additionally, the study aims to
explore how competency development mediates the relationship between talent management
practices and intention to stay. Multiple linear regression analysis is utilized to analyze the
effects of these variables on each other providing insights into the complex dynamics between
talent management practices, competency development and intention to stay at Inya Lake
Hotel. The regression results on the effects of the variables on intention to stay are presented
in Table (4.8).
Table (4.8) Path Coefficients of Intention to Stay of Each Talent Managements Practices
Source: Survey Data (2024)
Notes: *** = Significant at 1% level, ** = Significant at 5% level, * = Significant at 10% level
31
4.5.1 Mentoring on Intention to Stay
In Table (4.8), the power of the models to explain the variation of Intention to Stay is
predicted by Mentoring as the value of R Square is nearly 92%. This indicates that
approximately 92% of the variability in employees' intention to stay at Inya Lake Hotel can be
explained by the mentoring practices implemented within the organization. The coefficient for
Mentoring on Intention to Stay is 0.737 indicating a positive relationship between mentoring
practices and employees' intention to stay at Inya Lake Hotel. The t-value of 37.562 is highly
significant suggesting that the relationship is statistically robust. This implies that as mentoring
practices increase, employees are more likely to express a stronger intention to stay with the
organization. The R Square value of 0.920 indicates that mentoring explains approximately
92% of the variance in employees' intention to stay, highlighting the substantial influence of
mentoring on their decision to remain with the hotel. These results suggest that effective
mentoring programs positively impact employee retention at Inya Lake Hotel.
4.5.2
Mentoring on Competency development
The analysis from Table (4.8) reveals a significant relationship between mentoring
and competency development among employees at Inya Lake Hotel. The coefficient value of
approximately 0.820 indicates a strong positive association between mentoring practices and
the development of employees' competencies. With a high t-value of 25.830, the relationship
between mentoring and competency development is statistically significant. This suggests that
mentoring programs, characterized by guidance, support and knowledge sharing from more
experienced colleagues or mentors play a crucial role in facilitating the development of
employees' skills, knowledge, and abilities. These findings underscore the importance of
mentoring initiatives in fostering employee growth and development within the organization.
When employees receive mentorship and guidance from experienced professionals, they are
better equipped to enhance their competencies, excel in their roles, and contribute effectively
to organizational success. Therefore, investing in mentoring programs can be instrumental in
nurturing talent, promoting professional growth and ensuring the long-term success of
employees and the organization as a whole.
32
4.5.3
Strategic Leadership on Intention to Stay
The results from Table (4.8) demonstrate a significant relationship between strategic
leadership and employees' intention to stay at Inya Lake Hotel. The coefficient value of
approximately 0.402 suggests a positive association between strategic leadership practices and
employees' likelihood to remain with the organization. With a high t-value of 10.044, the
relationship between strategic leadership and intention to stay is statistically significant. This
indicates that effective leadership practices, characterized by strategic vision, direction and
guidance play a crucial role in shaping employees' commitment to the organization.
These findings highlight the importance of strong leadership in fostering employee
retention and organizational stability. When leaders demonstrate competence, provide clear
direction and support employees in achieving their goals, it contributes to a positive work
environment and enhances employees' sense of belonging and loyalty to the organization. As
a result, investing in leadership development and cultivating a culture of effective leadership
can have a profound impact on employee retention and organizational success.
4.5.4
Strategic Leadership on Competency development
The findings from Table (4.8) underscore the significant impact of strategic leadership
on competency development among employees at Inya Lake Hotel. The coefficient value of
approximately 0.507 indicates a substantial positive relationship between these variables. This
suggests that when leaders demonstrate effective strategic leadership qualities such as vision,
direction and goal-setting, employees are more likely to experience growth and development
in their competencies. Such leadership practices may involve providing clear guidance offering
opportunities for skill-building and fostering a supportive work environment conducive to
learning and development. The high t-value of 11.774 indicates the statistical significance of
this relationship providing confidence in the validity of the findings. Employees who perceive
strong strategic leadership within the organization are more likely to engage in activities aimed
at enhancing their competencies contributing to their overall professional growth and
effectiveness in their roles. Therefore, strategic leadership emerges as a key driver in shaping
the development landscape within Inya Lake Hotel highlighting its importance in fostering a
culture of continuous learning and improvement among employees.
33
4.5.5
Social Media on Intention to Stay
The results from Table (4.8) reveal a noteworthy relationship between social media
usage and employees' intention to stay at Inya Lake Hotel. With a coefficient value of
approximately 0.610, it indicates a positive association between these variables. The high tvalue of 25.897 underscores the statistical significance of this relationship, indicating that the
observed association is not merely due to chance. This finding suggests that the strategic use
of social media platforms within the organization can positively influence employee retention
efforts. This suggests that employees who perceive social media platforms as valuable tools for
communication, collaboration and information sharing are more likely to express an intention
to remain employed at the hotel. Employees who actively engage with social media channels
provided by the organization may feel more connected, informed and engaged, which in turn,
enhances their commitment to staying with the company. By leveraging social media as a
communication and engagement tool, Inya Lake Hotel can foster a sense of belonging, facilitate
knowledge sharing and enhance overall job satisfaction among its workforce ultimately
contributing to higher levels of employee retention.
4.5.6
Social Media on Competency development
The analysis in Table (4.8) demonstrates a significant relationship between social
media usage and competency development among employees at Inya Lake Hotel. The
coefficient value of approximately 0.698 suggests a positive association between these
variables. This indicates that employees who actively utilize social media platforms within the
organization for communication, collaboration, and knowledge sharing are more likely to
experience enhanced competency development. With a high t-value of 23.700, the relationship
between social media and competency development is statistically significant indicating that
the observed association is unlikely to be due to random chance. Employees who engage with
social media channels provided by the hotel may have increased access to learning resources,
opportunities for skill enhancement and connections with knowledgeable peers, all of which
contribute to their professional growth and development. This finding underscores the potential
of social media platforms as effective tools for fostering competency development within the
organizational context.
34
4.5.7
Knowledge Sharing on Intention to Stay
The results presented in Table (4.8) indicate a significant relationship between
knowledge sharing and employees' intention to stay at Inya Lake Hotel. The coefficient value
of approximately 0.786 suggests a positive association between these variables. This implies
that employees who actively engage in knowledge sharing activities within the organization
are more likely to express a stronger intention to remain employed at the hotel. With a notably
high t-value of 42.055, the relationship between knowledge sharing and intention to stay is
statistically significant indicating that the observed association is unlikely to be due to random
chance. This suggests that fostering a culture of knowledge sharing, where employees freely
exchange ideas, insights and best practices, can positively influence their commitment to the
organization. Employees who feel encouraged and supported in sharing their knowledge and
expertise are likely to experience a sense of belonging and satisfaction, leading to a greater
desire to continue their employment at Inya Lake Hotel. This finding underscores the
importance of promoting knowledge sharing initiatives as a means of enhancing employee
retention and organizational success.
4.5.8
Knowledge Sharing on Competency Development
The results from Table (4.8) highlight a strong and positive relationship between
knowledge sharing and competency development among employees at Inya Lake Hotel. The
coefficient value of approximately 0.888 indicates a significant association between these
variables, suggesting that active engagement in knowledge sharing activities contributes to the
development of employees' competencies. With a high t-value of 30.853, the relationship
between knowledge sharing and competency development is statistically significant. This
implies that employees who actively participate in knowledge sharing initiatives within the
organization are more likely to enhance their skills, knowledge, and abilities relevant to their
roles. The findings underscore the importance of fostering a culture of knowledge sharing
within the organization to promote continuous learning and development among employees.
4.5.8
Competency development on Intention to Stay
The analysis in Table (4.8) indicates a significant relationship between competency
development and intention to stay among employees at Inya Lake Hotel. The coefficient value
of approximately 0.805 suggests a strong positive association between these variables,
indicating that employees who perceive greater opportunities for competency development are
35
more likely to express an intention to stay with the organization. With a high t-value of 29.179,
the relationship between competency development and intention to stay is statistically
significant. This implies that investments in employees' skill enhancement and professional
growth positively influence their commitment to remaining with the organization in the long
term. These findings underscore the importance of implementing effective competency
development programs and initiatives within the organization as a means of fostering employee
retention. By providing employees with opportunities to acquire new skills, expand their
knowledge and develop professionally, organizations can enhance employee engagement, job
satisfaction and loyalty that ultimately contributing to a more stable and committed workforce.
Table (4.9) presents a breakdown of the direct, indirect and total effects of competency
development on employees' intentions to stay. This analysis is crucial for understanding the
mediating role of competency development in the relationship between talent management
practices and intention to stay. The indirect effect through competency development is
determined by multiplying the relevant path coefficients. For example, the indirect effect of
Mentoring on Intention to Stay through Competency Development (0.660) is calculated by
multiplying the coefficient of Mentoring on competency development (0.820) with the
coefficient of competency development on intentions to stay (0.805). This computation reveals
the extent to which competency development serves as a mediator in the relationship between
mentoring and employees' intentions to stay. The total effect (1.397) is obtained by summing
the direct effect (0.737) with the indirect effect (0.660). This value represents the overall impact
of mentoring both directly and indirectly through competency development on Intentions to
Stay.
Similarly, the table provides insights into the mediating effects of competency
development for other talent management practices such as strategic leadership, social media
and knowledge sharing. By examining these effects, organizations can better understand how
competency development influences employees' Intention to Stay with the organization
informing strategic decisions related to talent management and retention.
36
Table (4.9) Mediating Effects of Competency Development on the Intention to Stay of
Each Talent Management Practice
Competency Development
Talent Management Practices
Direct
Indirect
Total
Mentoring
0.737
0.660
1.397
Strategic Leadership
0.402
0.408
0.810
Social Media
0.610
0.562
1.172
Knowledge Sharing
0.786
0.715
1.501
Source: Survey Data (2024)
Table (4.9) reveals the mediating effects of competency development on the
relationship between mentoring and employees' intentions to stay. Mentoring demonstrates a
significant direct effect (0.737) on intention to stay indicating that mentoring has a substantial
impact on employees' decision to remain with the organization. Additionally, the indirect effect
through competency development (0.660) suggests that a considerable portion of mentoring's
influence on intention to stay is mediated by competency development. The total effect (1.397)
reflects the combined impact of mentoring and competency development on employees'
intentions to stay, highlighting the importance of mentoring programs in fostering employee
retention and professional growth.
For the mediating effects of competency development on the relationship between
strategic leadership and employees' intentions to stay are showed. Strategic leadership exhibits
a notable direct effect (0.402) on intention to stay indicating its significant influence on
employees' decision to remain with the organization. Also, the indirect effect through
competency development (0.408) suggests that competency development partially mediates the
relationship between strategic leadership and intention to stay. The total effect (0.810)
underscores the combined impact of strategic leadership and competency development on
employees' intentions to stay, emphasizing the pivotal role of effective leadership in enhancing
employee retention and professional development.
The mediating effects of competency development on the association between social
media usage and employees' intentions to stay are depicted in Table (4.9). Social media
demonstrates a substantial direct effect (0.610) on intention to stay indicating its significant
37
influence on employees' propensity to remain with the organization. Besides, the indirect effect
through competency development (0.562) suggests that competency development partially
mediates the relationship between social media usage and intention to stay. The total effect
(1.172) underscores the collective impact of social media and competency development on
employees' intentions to stay, highlighting the importance of leveraging social media platforms
for talent management and employee engagement initiatives.
Table (4.9) presents the mediating effects of competency development on the
relationship between knowledge sharing and employees' intentions to stay. Knowledge sharing
demonstrates a substantial direct effect (0.786) on intention to stay indicating its significant
influence on employees' commitment to the organization. Additionally, the indirect effect
through competency development (0.715) suggests that competency development partially
mediates the relationship between knowledge sharing and intention to stay. The total effect
(1.501) reflects the combined impact of knowledge sharing and competency development on
employees' intentions to stay, underscoring the importance of fostering a culture of knowledge
sharing to enhance employee retention and professional growth.
Figures (4.1) Path Analysis for Intention to Stay at Inya Lake Hotel on which
Mentoring
Competency Development
0.737***
Mentoring
Source: Survey Data (2024)
Notes: *** and ** are statically significant at 1% and 5% levels respectively
Note:
Direct Effect
Indirect Effect
No Significant
38
Intention to Stay
Figure (4.1) illustrates the path analysis conducted to examine the factors influencing
intention to stay at Inya Lake Hotel, focusing specifically on the role of Mentoring. The
diagram presents the direct and indirect effects of Mentoring on employees' Intentions to Stay.
In this analysis, the path analysis suggests that mentoring has a significant direct effect on
employees' Intention to Stay (Path A) with a coefficient of 0.737*** indicating strong statistical
significance. Additionally, Mentoring also influences Competency Development significantly
(Path B) with a coefficient of 0.820***. Besides, Competency Development demonstrates a
significant direct effect on Intention to Stay (Path C) with a coefficient of 0.805.
Considering these results, it can be inferred that competency development partially
mediates the relationship between Mentoring and Intention to Stay at Inya Lake Hotel. This
suggests that while Mentoring directly impacts employees' Intention to Stay, a significant
portion of its effect is mediated through Competency Development among employees.
Figures (4.2) Path Analysis for Intention to Stay at Inya Lake Hotel on which Strategic
Leadership
Competency
Development
Strategic
Leadership
0.402***
Intention to Stay
Source: Survey Data (2024)
Notes: *** and ** are statically significant at 1% and 5% levels respectively
Figure (4.2) illustrates a path analysis examining the relationship between strategic
leadership and employees' intention to stay at Inya Lake Hotel. This visual representation
displays the direct and indirect effects of strategic leadership on intention to stay, derived from
data collected during a survey conducted in 2021. The figure indicates the presence of
statistically significant relationships between strategic leadership and intention to stay, as
denoted by asterisks (*) and (), representing significance levels of 1% and 5% respectively.
Moreover, the diagram suggests potential indirect effects of strategic leadership through other
39
mediating variables, although some of these effects may not reach statistical significance. By
depicting the pathways through which strategic leadership influences employees' intention to
stay, Figure (4.2) offers valuable insights into the drivers of employee retention and
organizational commitment at Inya Lake Hotel.
Figures (4.3) Path Analysis for Intention to Stay at Inya Lake Hotel on which Social
Media
Competency
Development
0.610***
Social Media
Intention to Stay
Source: Survey Data (2024)
Notes: *** and ** are statically significant at 1% and 5% levels respectively
This figure (4.3) likely illustrates the relationships between Social Media, Competency
Development and Intention to Stay at Inya Lake Hotel. It demonstrates the direct and indirect
effects of Social Media usage on employees' Intention to Stay considering the mediating role
of Competency Development. The path analysis indicates a significant direct effect of Social
Media on Intention to Stay at Inya Lake Hotel, with a coefficient of 0. suggesting strong
statistical significance. Additionally, Social Media exhibits a substantial direct effect on
Competency Development as indicated by a coefficient of 0.698. This suggests that employees
who utilize social media platforms within the organization are more likely to develop their
competencies. Moreover, Competency Development shows a significant direct effect on
Intention to Stay with a coefficient of 0.805 underscoring the importance of competency
development in fostering employees' Intention to Stay Inya Lake Hotel. These findings suggest
that Competency Development mediates the relationship between Social Media usage and
Intention to Stay highlighting the role of social media in facilitating competency development
which in turn influences employees' intention to stay at the hotel.
40
Figures (4.4) Path Analysis for Intention to Stay at Inya Lake Hotel on which
Knowledge Sharing
Competency
Development
Knowledge Sharing
0.786***
Intention to Stay
Source: Survey Data (2024)
Notes: *** and ** are statically significant at 1% and 5% levels respectively
In Figure (4.4), Knowledge Sharing serves as the independent variable representing the
extent to which employees exchange information and insights within the organization.
Competency Development acts as the mediator variable indicating the degree to which
knowledge sharing contributes to the development of employees' competencies. Intention to
Stay is the dependent variable reflecting employees' Intention to Stay at Inya Lake Hotel. The
path analysis explores the relationships between these variables to understand how knowledge
sharing influences employees' Intention to Stay and whether Competency Development plays
a mediating role in this relationship. The path analysis indicates a significant direct effect of
Knowledge Sharing on Intention to Stay at Inya Lake Hotel with a coefficient of 0.786
suggesting strong statistical significance. Additionally, Knowledge Sharing exhibits a
substantial direct effect on Competency Development as indicated by a coefficient of 0.888.
This suggests that employees who engage in knowledge sharing activities are more likely to
develop their competencies within the organization. Also, Competency Development shows a
significant direct effect on Intention to Stay with a coefficient of 0.805 underscoring the
importance of competency development in fostering employees' Intention to Stay at Inya Lake
Hotel. These findings suggest that Competency Development mediates the relationship
between Knowledge Sharing and Intention to Stay highlighting the role of Knowledge Sharing
in facilitating Competency Development which in turn influences employees' intention to stay
at the hotel.
41
CHAPTER 5
CONCLUSION
This study serves as a comprehensive exploration of the intricate dynamics shaping
employee retention and development within Inya Lake Hotel. By delving into the multifaceted
realm of Talent Management Practices it elucidates how initiatives like Mentoring, Strategic
Leadership, Social Media integration and Knowledge Sharing collectively contribute to
fostering Competency Development among employees. Crucially, the findings light the
pathway through which these talent management strategies influence employees' Intention to
Stay revealing Competency Development as a pivotal mediator in this relationship. As
organizations endeavor to maintain a competitive edge and retain top talent, these insights
underscore the strategic imperative of nurturing a culture of continuous learning, mentorship
and leadership development. Eventually, by investing in robust talent management frameworks
that prioritize competency growth and employee engagement, organizations like Inya Lake
Hotel can cultivate a loyal and skilled workforce poised for sustainable success in the everevolving hospitality landscape.
5.1
Findings and Discussions
The findings of this thesis delve into the findings and engage in discussions to collect
deeper insights into the relationship between Talent Management practices, competency
development, and employees' intention to stay at Inya Lake Hotel. Through a severe analysis
of the data, we uncover significant patterns and correlations that shed light on the
organizational dynamics and employee perceptions within the hotel.
The data collection methods employed in this study involved a combination of primary
and secondary sources to comprehensively explore the impact of Talent Management Practices
on employees' Intention to Stay through Competency Development as a mediator at Inya Lake
Hotel in Myanmar. Through a survey questionnaire administered to 125 employees, the
research delved into various demographic characteristics, including gender, age, education,
work experiences, marital status and roles within the organization. The respondents were
selected through random sampling that provided valuable insights into their perceptions of
Talent Management Practices, Competency Development and Intention to Stay. The thorough
analysis of these demographics and the reliability analysis of variables ensured a robust
42
foundation for investigating the intricate relationships within the study that offering a holistic
understanding of the factors influencing employee retention in the hotel industry context.
Firstly, the examination of talent management practices, including mentoring, strategic
leadership, social media integration, and knowledge sharing reveals their substantial impact on
Competency Development among employees. The researcher observes that employees who
reported higher levels of engagement with these practices also demonstrated greater
competency growth that indicating the effectiveness of these strategies in fostering professional
development within the organization. Within this study, mentoring was found to have a
significant impact on competency development. Employees who participated in mentoring
programs reported greater skill acquisition, career growth and job satisfaction. Mentors play a
crucial role in transferring knowledge, sharing experiences and providing constructive
feedback to mentees thus enhancing their competency levels. Moreover, Mentoring was
positively associated with employees' Intention to Stay at Inya Lake Hotel. The supportive
relationships fostered through Mentoring programs contribute to a sense of belonging, loyalty
and commitment among employees that can reducing turnover rates and enhancing
organizational stability.
Strategic leadership involves the ability of organizational leaders to envision and
articulate a compelling vision, set strategic objectives and align resources to achieve long-term
goals. Effective strategic leadership fosters innovation, adaptability and organizational
resilience. In the context of Inya Lake Hotel, strategic leaders may include top executives,
department heads or managers who demonstrate visionary thinking, effective decision-making,
and strong communication skills. Strategic leadership was found to have a direct and indirect
impact on competency development. Leaders who provide clear direction, empower employees
and foster a culture of continuous improvement contribute to the development of employees'
skills, knowledge, and capabilities. Additionally, Strategic Leadership positively influences
employees' Intention to Stay at Inya Lake Hotel. Employees are more likely to remain with the
organization when they perceive strong leadership support, opportunities for growth and a
shared vision for the future.
Social media integration refers to the incorporation of social networking platforms and
digital communication tools into organizational processes for collaboration, knowledge sharing
and employee engagement. At Inya Lake Hotel, social media integration may involve the use
of platforms such as LinkedIn, Facebook or internal communication channels to facilitate
43
information exchange, team collaboration and employee recognition. Social media integration
indirectly influences competency development by providing employees with access to
information, resources and networking opportunities. Through online forums, webinars and
virtual communities, employees can enhance their skills, stay updated on industry trends and
connect with peers and experts. Moreover, social media integration contributes to employees'
intention to stay by fostering a sense of community, belonging and organizational pride. Active
participation in online discussions, sharing of achievements and recognition of contributions
enhance employee morale and loyalty.
Knowledge Sharing involves the dissemination of tacit and explicit knowledge among
employees to facilitate learning, problem-solving and innovation. Organizations that promote
a culture of Knowledge Sharing encourage collaboration, creativity and continuous
improvement. Within Inya Lake Hotel, Knowledge Sharing may take place through formal
training programs, peer-to-peer interactions, knowledge management systems and crossfunctional collaboration initiatives. Knowledge Sharing directly impacts Competency
Development by providing employees with access to diverse perspectives, best practices and
lessons learned. By sharing experiences, expertise and resources, employees can acquire new
skills, address challenges and adapt to changing environments. Furthermore, Knowledge
Sharing enhances employees' Intention to Stay by fostering a culture of trust, transparency and
mutual support. Employees are more likely to remain with the organization when they feel
valued, respected and empowered to contribute their ideas and insights.
Competency development serves as a critical mediator in the relationship between
Talent Management Practices and employees' Intention to Stay at Inya Lake Hotel. It plays as
a bridge between the implementation of talent management initiatives and the retention of
skilled employees Competency development initiatives such as training programs, skillbuilding workshops and career development opportunities play a pivotal role in enhancing
employees' skill sets and capabilities. By investing in competency development, organizations
empower employees to acquire new skills, expand their knowledge base and adapt to evolving
job requirements. Competency development is closely linked to various Talent Management
Practices examined in the study, including mentoring, strategic leadership, social media
integration and knowledge sharing. Each of these practices contributes to Competency
Development by providing employees with guidance, resources and opportunities for growth.
44
Through its mediating role, Competency Development influences employees' Intention
to Stay at Inya Lake Hotel. Employees who perceive ample opportunities for skill enhancement
and career advancement are more likely to remain committed to the organization in the long
term. Competency development not only benefits individual employees but also contributes to
organizational performance and competitiveness. By fostering a skilled and adaptable
workforce, competency development initiatives enable Inya Lake Hotel to innovate, deliver
high-quality services, and meet the evolving needs of customers and stakeholders. Recognizing
the importance of Competency Development, organizational leaders at Inya Lake Hotel can
strategically align talent management practices with competency enhancement initiatives. By
prioritizing employee development and creating a culture that values continuous learning, the
hotel can cultivate a highly motivated and engaged workforce, driving organizational success
and sustainable growth.
In summary, each Talent Management Practices named mentoring, strategic leadership,
social media integration and knowledge sharing play a unique yet interconnected role in
shaping employees' Competency Development and Intention to Stay at Inya Lake Hotel. By
effectively leveraging these practices, organizations can cultivate a skilled, engaged and
committed workforce poised for long-term success and growth. Competency Development
serves as a key mediator in the relationship between Talent Management Practices and
employees' Intention to Stay at Inya Lake Hotel. By investing in Competency Development
initiatives and fostering a supportive learning environment, the hotel can nurture a skilled and
committed workforce positioning itself for long-term success in the hospitality industry.
5.2
Suggestions and Recommendations
Based on the findings of the study, several suggestions and recommendations can be
proposed to enhance talent management practices and promote employee retention at Inya Lake
Hotel. Inya Lake Hotel can further enhance its mentoring programs by providing structured
mentorship opportunities for employees at all levels. This can include formal mentorship
pairings, regular check-ins between mentors and mentees and training for mentors to
effectively support the development of their mentees. Develop and implement comprehensive
training programs that focus on enhancing employees' skills and competencies relevant to their
roles. These programs can include both technical skills training and soft skills development to
ensure employees are well-equipped to perform their duties effectively.
45
Given the significant influence of strategic leadership on competency development and
employee retention, the hotel should prioritize leadership development initiatives. This may
involve offering leadership training programs, coaching sessions for managers and
opportunities for aspiring leaders to take on leadership roles and responsibilities. Inya Lake
Hotel can leverage social media platforms as tools for learning, knowledge sharing and
collaboration among employees. This may include creating internal social media groups or
channels dedicated to sharing industry insights, best practices and updates on hotel operations.
The hotel should encourage a culture of knowledge sharing among employees by
recognizing and rewarding contributions to knowledge exchange. This can be facilitated
through initiatives such as knowledge-sharing forums, peer-to-peer learning sessions and
collaborative projects that encourage employees to share their expertise and experiences. To
support competency development, the hotel can design and implement competency-based
training programs aligned with the specific skill needs of employees and the strategic objectives
of the organization. These programs should offer opportunities for hands-on learning, skill
assessments and continuous feedback to ensure employees acquire and apply relevant
competencies effectively.
Regular monitoring and evaluation of employee development initiatives are essential to
assess their effectiveness and identify areas for improvement. Inya Lake Hotel should establish
clear metrics and key performance indicators to measure the impact of talent management
practices on competency development and employee retention. Provide employees with clear
career paths and opportunities for advancement within the organization. This can include career
planning sessions, mentoring programs and promotional opportunities based on performance
and merit.
Ensure that the hotel offers competitive compensation packages and attractive benefits
to retain top talent. Conduct regular benchmarking exercises to stay updated on industry
standards and make adjustments as necessary to remain competitive in the market. Create a
positive work environment that fosters collaboration, teamwork, and open communication.
Encourage feedback from employees and address any issues or concerns promptly to maintain
high levels of job satisfaction and engagement. Implement a formal recognition and rewards
program to acknowledge and reward employees for their contributions and achievements. This
can include incentives such as bonuses, awards, and public recognition to motivate employees
and reinforce desired behaviors.
46
Support employees in achieving a healthy work-life balance by offering flexible work
arrangements, such as remote work options or flexible scheduling. Encourage employees to
prioritize self-care and well-being to prevent burnout and improve overall job satisfaction.
Invest in ongoing employee development initiatives, such as workshops, seminars, and
professional certifications, to keep employees engaged and motivated. Provide opportunities
for continuous learning and growth to enhance employees' skills and competencies. Conduct
regular employee feedback surveys to gather insights into employee satisfaction, engagement
and retention. Use the feedback to identify areas for improvement and implement targeted
interventions to address any issues or concerns raised by employees.
By implementing these suggestions, Inya Lake Hotel can strengthen its talent
management practices, enhance employee retention and create a supportive and engaging work
environment conducive to employee success and organizational growth.
5.3
Needs for the Further Study
While this study has provided valuable insights into talent management practices and
their impact on employee retention at Inya Lake Hotel, there are several areas that warrant
further investigation. Longitudinal studies involve tracking the same group of employees over
an extended period, such as several years or even decades. By observing changes in talent
management practices and employee retention outcomes over time, researchers can gain
valuable insights into the sustainability and long-term effects of these practices. For example,
researchers could examine how mentoring relationships evolve over the course of employees'
careers and whether these relationships continue to impact retention as employees progress
within the organization.
Comparative analysis involves comparing talent management practices and retention
outcomes across different organizations or industries. Researchers could explore how practices
vary based on factors such as company size, organizational culture or geographic location. By
identifying organizations that excel in employee retention and analyzing their strategies,
researchers can uncover transferable best practices that other organizations can adopt to
improve their own retention efforts.
Qualitative research methods such as interviews, focus groups or case studies provide
an opportunity to explore employees' perceptions and experiences in-depth. Researchers can
conduct interviews with employees at various levels within the organization to understand their
47
attitudes towards talent management practices, the factors that influence their decision to stay
or leave, and their suggestions for improving retention. Qualitative data can complement
quantitative findings by providing rich, contextual insights into the underlying reasons behind
retention trends.
Cross-cultural studies compare talent management practices and retention outcomes
across different cultural contexts. Researchers could examine how cultural values, norms, and
expectations shape employees' preferences for certain retention initiatives. By conducting
surveys or interviews with employees from diverse cultural backgrounds, researchers can
identify cultural factors that influence the effectiveness of talent management practices and
tailor retention strategies to accommodate cultural differences.
External factors, such as economic conditions, industry trends, and regulatory changes,
can significantly impact talent management practices and employee retention. Researchers
could conduct analyses to assess how external factors influence organizations' ability to attract,
develop and retain talent. By understanding the external forces shaping the talent landscape,
organizations can proactively adapt their retention strategies to mitigate potential challenges
and capitalize on emerging opportunities.
Talent management is a dynamic field that continually evolves in response to changing
workforce demographics, technological advancements and industry trends. Researchers could
explore emerging trends such as the rise of remote work, the gig economy or the growing
importance of employer branding, and their implications for employee retention. By staying
abreast of cutting-edge practices and innovations, organizations can remain competitive in
attracting and retaining top talent in an increasingly competitive market.
Employee turnover analysis involves examining patterns and predictors of turnover
within an organization. Researchers could analyze turnover data to identify common reasons
why employees leave, such as lack of career advancement opportunities, poor work-life balance
or inadequate recognition and rewards. By identifying turnover trends and drivers,
organizations can develop targeted interventions to address underlying issues and improve
retention rates.
Researchers could evaluate the effectiveness of specific interventions aimed at
improving employee retention. For example, they could assess the impact of mentorship
programs, training and development initiatives, flexible work arrangements, or diversity and
48
inclusion efforts on retention outcomes. By measuring key retention metrics, such as turnover
rates, employee engagement scores, or intention to stay surveys, researchers can determine
which interventions are most effective in fostering employee loyalty and commitment.
By addressing these areas for further research, scholars and practitioners can deepen
our understanding of talent management practices and develop evidence-based strategies to
enhance employee retention and organizational success in the dynamic and competitive
landscape of the modern workplace.
49
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52
APPENDIX I
SURVEY QUESTIONNAIRE
Dear Sir/Madam,
We would like to invite your participation in my MBA thesis examining the Influence of
Talent Management on Employee Retention within the Food and Beverage Department at Inya
Lake Hotel, Yangon, Myanmar. Your insights are crucial to our study, and we appreciate your
contribution. Please take a moment to complete the questionnaire. Rest assured, your responses
will remain confidential, and your identity will be protected. The gathered data will be only
utilized for my MBA thesis purposes.
Personal Information
Gender
Male (
)
Female (
Age
20 -30 (
Education
Level
Diploma (
)
First Degree (
)
Master’s Degree
(
)
PhD (
Working
Experiences
1 -3 years (
)
4 -6 years (
)
6 - 10 years (
)
above 10 years
(
)
Marital
status
Single (
Divorced (
)
Widowed
(
)
Role at work
General Staff
(
)
) Manager (
)
HOD
(
)
)
)
)
31 -40 (
Married (
Supervisor (
53
)
41- 50 (
)
)
51- 60 (
)
)
Questions for the Effect of Talent Management on Intention to Stay of Employees
Instruction: Please indicate the extent to which you either agree or disagree with the following
Statements by marking a tick mark √ in the appropriate column to the right side where
1= strongly disagree 2=Disagree
3=Neutral
4=Agree
5=strongly agree.
Talent Management Practices effects on Competency Development
No
Questions Items
Mentoring
1
2
3
My mentor offered guidance on how to accomplish the
assigned duties for the competency development.
I acquired continual assessment of performance from
mentor on challenging assignments for the competency
development.
Me and my mentor discussed regarding potential
career paths for the competency development.
4
To further develop my competence in administration,
my mentor urged to get involved in classes, seminars,
and workshops.
5
I believe that mentoring relationships contribute
significantly to employee commitment and intention
to stay.
Strategic Leadership
1
2
3
The strategic leadership comprehensively addressed
the essential skills and knowledge essential for the for
the competency development.
The strategic leadership significantly contributed to
enhancing my understanding of goals and objectives
for my work and the competency development.
The strategic leadership has had a positive influence
on my career prospects and for the competency
development.
54
1
2
3
4
5
4
5
The leadership demonstrates adaptability in response to
changes in the business environment.
The skills and knowledge acquired through the
strategic leadership program were directly applicable
to competency development.
Social Media
1
I have confidence in the evolving role of social media
in supporting competency development in the future.
2
The skills and knowledge acquired from the social
media platform were directly relevant and applicable
to my work environment competency development.
3
Social media allows me to connect with professionals
and peers, facilitating skill enhancement and
competency development.
4
5
The exchange of knowledge and information on social
media positively impacts my competency
development.
By engaging with social media platforms, I acquired
new skills, honed existing ones, and actively
contributed to the competency development within
the company.
Knowledge Sharing
1
2
3
4
5
Participating in group discussions, conferences, and
seminars enabled me to acquire new knowledge and
skills, fostering competency development.
I have successfully applied the concepts and skills
learned from knowledge sharing programs in my daily
work interactions lead to competency development.
The knowledge sharing programs has had a positive
impact on my overall well-being and work-life lead to
the competency development
Engaging in knowledge-sharing programs enhanced
my skills and contributed to personal and company
competency development.
The organization provides accessible platforms or
tools that facilitate knowledge sharing and contribute
to competency development.
Talent Management Practices effects on Intention to Stay in the organization
55
No
1
2
3
Questions Items
Mentoring
Having a mentor positively impacts my job satisfaction,
making me more inclined to stay in this organization.
Mentorship has a significant influence on my career
growth within the organization, affecting my intention to
stay.
Being mentored enhances my professional
development, contributing to my commitment to
remain with the organization.
4
I feel supported in my professional journey through
mentorship, influencing my intention to stay in the
organization.
5
The mentorship I receive fosters a sense of loyalty to
the organization, positively impacting my intention to
stay.
Strategic Leadership
1
2
3
4
5
The strategic leadership comprehensively addressed
the essential skills and knowledge essential for the
intention to stay in this organization.
The strategic leadership significantly contributed to
enhancing my understanding of goals and objectives
for my work that lead to the intention to stay in this
organization.
The strategic leadership has had a positive influence
on my career prospects and advancement that lead to
the intention to stay in this organization.
The skills and knowledge acquired through the
strategic leadership program were directly applicable
to the intention to stay in this organization.
Strategic leadership actively supports and promotes
my career development, positively impacting my
intention to stay in the organization.
Social Media
1
The organization's use of social media positively
impacts my overall job satisfaction, influencing my
intention to stay.
56
1
2
3
4
5
2
Engaging with the organization through social media
channels enhances my sense of connection, affecting
my commitment to stay.
3
I have confidence in the evolving role of social media
in supporting my intention to stay in this organization
in the future.
4
5
Active and meaningful use of social media by the
organization fosters a sense of loyalty, positively
affecting my intention to stay.
By engaging with social media platforms, I acquired
new skills, honed existing ones, and actively
contributed to your intention to stay in this
organization.
Knowledge Sharing
1
The organization's culture of knowledge sharing
positively impacts my overall job satisfaction,
influencing my intention to stay.
2
I have successfully applied the concepts and skills
learned from knowledge sharing programs in my daily
work interactions that lead to your intention to stay in
this organization.
The knowledge sharing programs has had a positive
impact on my overall well-being and work-life that
lead to your intention to stay in this organization.
Knowledge sharing enhances teamwork and
collaboration, positively impacting my intention to
stay.
3
4
5
Engaging in knowledge-sharing programs enhanced
my skills and contributed to your intention to stay in
this organization.
Competency Development
No
Questions Items
1
The competency development programs in our hotel
are effective in enhancing employees' skills.
2
I believe the competency development programs are
well-aligned with the specific job requirements in the
hotel.
57
1
2
3
4
5
3
4
5
6
Participation in competency development programs
positively influences my professional growth.
The competency development programs have been
effective for my daily works.
I have acquired or improved specific competencies
through the competency development programs.
Competency training opportunities are easily
accessible and available for employees.
7
Competency development programs are seamlessly
integrated into our daily tasks and responsibilities.
8
I believe improvements can be made to enhance the
effectiveness of competency development.
9
10
The hotel encourages a culture of continuous
learning through its competency development
initiatives.
Competency development programs contribute to
my decision to stay with the hotel.
Intention to Stay at this organization
No
Questions Items
1
1 I feel secure in my current position within the hotel.
I perceive ample opportunities for career development
2 within the food and beverage department.
3 The work environment in this organization is
supportive of employees' professional growth.
4
I feel adequately recognized and rewarded for my
contributions in this organization.
5
My relationships with colleagues in this organization
positively impact my intention to stay
I have opportunities to enhance my skills through
training and development programs.
6
7
The overall work environment is positive and
conducive to productivity.
8
Employees are treated fairly and without bias in this
organization.
58
2
3
4
5
9
I am satisfied with the compensation and benefits
provided by this organization.
10
I believe the organization is committed to the wellbeing of its employees.
Dear volunteer, Thank you so much for your precious time and cooperation.
59
APPENDIX II
STATISTICAL OUTPUT
Regression Analysis Result for the Effects of Talent Management Practices on Intention
to Stay
Model Summary
Model
1
R
R Square
.970
a
Adjusted R Square
Std. Error of the
Estimate
.939
.06830
.941
a. Predictors: (Constant), Mentoring, Strategic Leadership, Social Media,
Knowledge Sharing
ANOVAa
Model
1
Regression
Sum of
Squares
df
Mean Square
F
8.932
4
2.233
Residual
.560
120
.005
Total
9.492
124
Sig.
.000b
478.701
a. Dependent Variable: Intention to Stay
b. Predictors: (Constant), Mentoring, Strategic Leadership, Social Media,
Knowledge Sharing
Coefficientsa
Unstandardized Coefficients
Model
1
(Constant)
B
Std. Error
.870
.070
MeanMt
.135
.125
MeanSL
.016
MeanSM
MeanKS
Standardized
Coefficients
Beta
t
Sig.
12.396
.000
.175
1.079
.283
.018
.026
.855
.394
.071
.060
.107
1.172
.244
.553
.091
.680
6.040
.000
a. Dependent Variable: Intention to Stay
60
Regression Analysis Result for the Effects of Talent Management Practices on
Competency Development
Model Summary
Std. Error of the
Model
R
R Square Adjusted R Square
Estimate
a
1
.959
.920
.918
.09222
a. Predictors: (Constant), Mentoring, Strategic Leadership, Social Media,
Knowledge Sharing
ANOVAa
Sum of
Squares
Model
1
Mean
Square
df
Regression
Residual
11.784
4
1.020
120
Total
12.804
124
F
Sig.
.000b
2.946 346.414
.009
a. Dependent Variable: MeanCD
b. Predictors: (Constant), Mentoring, Strategic Leadership, Social Media,
Knowledge Sharing
Coefficientsa
Unstandardized Coefficients
Model
1
(Constant)
B
Std. Error
.515
.095
MeanMt
-.703
.169
MeanSL
.099
MeanSM
MeanKS
Standardized
Coefficients
Beta
t
Sig.
5.436
.000
-.787
-4.172
.000
.025
.142
4.023
.000
.444
.082
.576
5.448
.000
1.022
.124
1.082
8.269
.000
a. Dependent Variable: MeanCD
61
Regression Analysis Result for the Effects of Competency Development on Intention to
Stay
Model Summary
Std. Error of the
Model
R
1
Adjusted R Square
R Square
.935a
Estimate
.873
.874
.09870
a. Predictors: (Constant), MeanCD
ANOVAa
Model
1
Regression
Residual
Sum of
Squares
8.294
Total
df
Mean Square
1
8.294
1.198
123
9.492
124
F
851.435
Sig.
.000b
t
Sig.
.010
a. Dependent Variable: MeanIS
b. Predictors: (Constant), MeanCD
Coefficientsa
Unstandardized Coefficients
Model
1
(Constant)
B
MeanCD
Std. Error
.719
.105
.805
.028
a. Dependent Variable: MeanIS
62
Standardized
Coefficients
Beta
.935
6.853
.000
29.179
.000
Regression Analysis Result for the Effects of Mentoring on Intention to Stay
Model Summary
Adjusted R Std. Error of
Model
R
R Square
Square
the Estimate
1
.959a
.920
.919
.07866
a. Predictors: (Constant), Mentoring
ANOVAa
Model
1
Regression
Sum of
Squares
df
Mean Square
8.731
1
8.731
Residual
.761
123
.006
Total
9.492
124
F
Sig.
1410.917
.000b
t
Sig.
a. Dependent Variable: Intention to Stay
b. Predictors: (Constant), Mentoring
Coefficientsa
Unstandardized Coefficients
Model
1
(Constant)
MeanMt
B
Std. Error
1.032
.073
.737
.020
a. Dependent Variable: Intention to Stay
63
Standardized
Coefficients
Beta
.959
14.109
.000
37.562
.000
Regression Analysis Result for the Effects of Strategic Leadership on Intention to Stay
Model Summary
Adjusted R Std. Error of
Model
R
R Square
Square
the Estimate
1
.671a
.451
.446
.20590
a. Predictors: (Constant), Strategic Leadership
ANOVAa
Model
1
Regression
Sum of
Squares
df
Mean Square
4.277
1
4.277
Residual
5.215
123
.042
Total
9.492
124
F
Sig.
100.892
.000b
t
Sig.
a. Dependent Variable: Intention to Stay
b. Predictors: (Constant), Strategic Leadership
Coefficientsa
Unstandardized Coefficients
Model
1
(Constant)
MeanSL
B
Std. Error
2.260
.151
.402
.040
a. Dependent Variable: Intention to Stay
64
Standardized
Coefficients
Beta
.671
14.942
.000
10.044
.000
Regression Analysis Result for the Effects of Social Media on Intention to Stay
Model Summary
Adjusted R Std. Error of
Model
R
R Square
Square
the Estimate
1
.919a
.845
.844
.10936
a. Predictors: (Constant), Social Media
ANOVAa
Sum of
Model
Squares
df
1
Regression
8.021
1
Residual
1.471
123
Total
9.492
124
a. Dependent Variable: Intention to Stay
b. Predictors: (Constant), Social Media
Model
1
(Constant)
MeanSM
Mean
Square
F
8.021 670.634
.012
Coefficientsa
Unstandardized
Standardized
Coefficients
Coefficients
B
Std. Error
Beta
1.458
.090
.610
.024
.919
a. Dependent Variable: Intention to Stay
65
t
16.241
25.897
Sig.
.000b
Sig.
.000
.000
Regression Analysis Result for the Effects of Knowledge Sharing on Intention to Stay
Model Summary
Adjusted R Std. Error of
Model
R
R Square
Square
the Estimate
1
.967a
.935
.934
.07084
a. Predictors: (Constant), Knowledge Sharing
ANOVAa
Sum of
Model
Squares
df
1
Regression
8.875
1
Residual
.617
123
Total
9.492
124
a. Dependent Variable: Intention to Stay
b. Predictors: (Constant), Knowledge Sharing
Model
1
(Constant)
MeanKS
Mean
Square
F
8.875 1768.651
.005
Coefficientsa
Unstandardized
Standardized
Coefficients
Coefficients
B
Std. Error
Beta
.822
.070
.786
.019
.967
a. Dependent Variable: Intention to Stay
66
t
11.692
42.055
Sig.
.000b
Sig.
.000
.000
67
Path Coefficients of Intention to Stay of Each Talent Managements Practices