The mediating role of service quality in the relationship between talent management strategies and patients’ satisfaction of Jordan healthcare sector

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This paper implements a PLS-SEM Model to investigate the relationship between Talent Management Strategies, Service Quality, and Patients' Satisfaction at Healthcare Sector of Jordan.

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Nội dung Text: The mediating role of service quality in the relationship between talent management strategies and patients’ satisfaction of Jordan healthcare sector

International Journal of Management (IJM) Volume 7, Issue 7, November–December 2016, pp.39–52, Article ID: IJM_07_07_004 Available online at http://www.iaeme.com/ijm/issues.asp?JType=IJM&VType=7&IType=7 Journal Impact Factor (2016): 8.1920 (Calculated by GISI) www.jifactor.com ISSN Print: 0976-6502 and ISSN Online: 0976-6510 © IAEME Publication THE MEDIATING ROLE OF SERVICE QUALITY IN THE RELATIONSHIP BETWEEN TALENT MANAGEMENT STRATEGIES AND PATIENTS’ SATISFACTION OF JORDAN HEALTHCARE SECTOR Dr. Hani Jaza’a Irtaimeh Management Department, Business and Finance School, World Islamic Science and Education University, Jordan ABSTRACT This paper implements a PLS-SEM Model to investigate the relationship between Talent Management Strategies, Service Quality, and Patients' Satisfaction at Healthcare Sector of Jordan. Based on a random sample of 1189 public hospitals of Jordan, the finding of the model testing revealed that Talent Attraction Strategy, Talent Development Strategy, Talent Retention Strategy, & Succession Planning Strategy are significant dimensions of Talent Management Strategies and Talent Retention Strategy is the most influential factor. Further, Customer Loyalty and Customer Commitment are effective on Patients' Satisfaction, and Customer Loyalty has more positive influence on Patients' Satisfaction than Customer Commitment does. As a rule, the Talent Management Strategies has a positive relationship with Service Quality, and Service Quality has a positive influence on Patients' Satisfaction. The findings of the model testing revealed that Patients' Satisfaction was a partially mediated by Service Quality. Key words: Talent Management, Talent management Strategies, Service Quality, Satisfaction, Healthcare. Cite this Article: Dr. Hani Jaza’a Irtaimeh, The Mediating Role of Service Quality in the Relationship between Talent Management Strategies and Patients’ Satisfaction of Jordan Healthcare Sector. International Journal of Management, 7(7), 2016, pp. 39–52. http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=7&IType=7 1. INTRODUCTION The term of talent was coined by Steven Hankin of McKinsey & Company in 1997, which is referred to an increasing emphasis on having and using knowledge as a power of handling certain aspects pertaining to recruiting and retaining talented employees (Michaels, Handfield-Jones, & Axelrod, 2001; Muntean, 2014; Shaemi, Allemah, & Bajgerani, 2011; Waheed, Zaim, & Zaim, 2012). In the first decade of 21st Century, the strategic orientation has been dramatically shifted toward an increasing demand for quality services that continues to outstrip available resources. Clearly, talent management has been widely studied in literatures to uncover the two folds: employees’ performance and their potentials (future performance) (Koketso, & Rust, 2012; Hor, Huang, Liang-Chih, Hsu-Shih, Yen-Hua, & Lee, 2012; Lawler, Edward, & http://www.iaeme.com/IJM/index.asp 39 editor@iaeme.com
Dr. Hani Jaza’a Irtaimeh Ulrich, 2008; Lee, Lee, & Yoo, 2000; Lewis, & Heckman, 2006). Therefore, talents in organizations are the most powerful strategy used to maintain a competitive edge, and talent management is highly required for enhancing efficiency, consistency, effectiveness, and success, and thus Talent Management Excellence is considered of absolute strategic importance for today’s high-Performing and high-Potential of both providers (Robertson, & Abbey, 2003; Senthilkumar & Kumudha, 2011). More than ever, human resource management must adherently closely aligned with organizational strategic goals to attract, develop, and retain employees who can help achieve those goals and keep on delivering high-quality services. In addition, trends in today’s workforce diversity, as well as major technology advances, are vastly calling for different techniques to optimally attract new talents and better engagement approaches. Both public and private healthcare sectors in Jordan are facing dramatic challenges and environmental pressures – such as demographic changes, aging of populations, and emergence of new technologies and treatment techniques, and higher rates of Refugee exodus- to keep up with a constantly evolving market (Lubitsh & Smith, 2007). Extended care services, retail pharmacies, and health insurers are among industries that would shrink the pool of talents and therefore, healthcare providers must address all previous challenges while embrace new ones, and launching new initiatives and innovative ideas for getting ahead. Traditionally, human resource department has been mainly focused on finding and on- boarding talents while today’s HR role is drastically changed and expanding to retaining the critical key talent in the organization. Noteworthy, healthcare quality services and Patients’ satisfaction have gained more attention because patients’ satisfaction is playing a major role in strategic decisions of healthcare organizations as well as the level competitiveness among healthcare providers (Al Khattab & Aborumman, 2011). Jordan healthcare services of quality are in a progress where the quality improvements objective is to help employees recognize and comply with quality standards in managing and providing services (Ministry of Health Jordan, 2004). Additionally, in general, healthcare sector in Jordan, like other countries, suffers from emigration of skillful workers which resulted in shortage of talented medical physicians, nursing staff, and technicians and creates a new challenge for these institutions to seek for competencies and talents, who in turn, are capable of achieving the sector notion of continuous improvements in services delivered to beneficiaries and enhance the quality of healthcare required. Even though many studies have been conducted for assessing the quality of healthcare services in developed and some developing countries, a few empirical studies have been carried out in the Arab context especially in Jordan (Irtaimeh, Al-Azzam, & Khaddam, 2016). In so doing, this study comes to investigating the relationship between Talent Management Strategies and Patients’ Satisfaction with a mediating role of Service Quality in this relationship. Therefore, In order to achieve the purpose of this study, the following hypotheses were formulated: H1: Talent Attraction is a significant dimension of Talent Management Strategies. H2: Talent Development is a significant dimension of Talent Management Strategies. H3: Talent Retention is a significant dimension of Talent Management Strategies. H4: Succession Planning is a significant dimension of Talent Management Strategies. H5: Customer Loyalty is effective on Patients’ Satisfaction. H6: Customer Commitment is Effective Patients’ Satisfaction. H7: Talent Management Strategies positively influences Service Quality. H8: Service Quality positively influences Patients’ Satisfaction. H9: Talent Management Strategies positively influences Patients’ Satisfaction. H10: Service Quality mediates the influence of Talent Management Strategies on Patients’ Satisfaction. http://www.iaeme.com/IJM/index.asp 40 editor@iaeme.com
The Mediating Role of Service Quality in the Relationship between Talent Management Strategies and Patients’ Satisfaction of Jordan Healthcare Sector 2. THE CONCEPTUAL MODEL This research is aimed to investigate the relationship between Talent Management Strategies, Service Quality, and Patients’ Satisfaction in Jordan Healthcare Sector. As Figure 1 depicts, the main focus is on the relationship between Talent Management Strategies and Patients’ Satisfaction and this will investigated without mediator variable (Service Quality). In the following step, the mediator shall be included. The model consists of the following variables: 1. Independent Variables: study independent variable, Talent Management Strategies, consist of the following dimensions: Talent Attraction Strategy, Talent Development Strategy, Talent Retention Strategy, and Talent Succession Planning. 2. Dependent Variable: Patients’ Satisfaction represents the dependent variable of this study, which consists of Customer Loyalty, and Customer Commitment. 3. Mediator Variable: Service Quality is a mediator variable that mediates the relationship between IV and DV. Figure 1 The Conceptual Model Source: developed by researcher 3. THEORETICAL BACKGROUND 3.1. Talent and Talent Management Strategies Talent is a term used to in early 1990s to define high skilled individuals who can make a difference to organizational performance by demonstrating the highest levels of potentials. Neither recognizing the importance of talented people nor attracting them is sufficient to enhance the performance but following a planned strategy for talents such as developing, training, managing, and retaining those individuals is extremely mandatory. http://www.iaeme.com/IJM/index.asp 41 editor@iaeme.com
Dr. Hani Jaza’a Irtaimeh The term of talent management was emerged into business theory in the mid of 1990s as a strategic weapon aiming at maintaining businesses’ innovation and performance relying on the long-term capacity of its human resources. Not surprisingly, that talent has no obvious definition, but some theoreticians and scholarly defined it as person ability which includes skills, knowledge, capability, cognitive ability, value, competencies, attitudes, character, behaviors, and potentials (Michaels et. al., 2001; Grobler and Diedericks, 2009; Tansley, Stewart, Turner, & Lynette, 2006). Goffee and Jones (2007) define talent as smart employee whose ideas, knowledge and skills give them the potential to produce value added from the available resources they have. The effective talent management is an approach to ensure that the right person at the right job within an organization to deliver on its strategic aims (Ahmadi, Ahmadi, & Abbaspalangi, 2012; Reilly, 2012; Wilcox, 2016). Consequently, talent management can be defined as “the systematic attraction, identification, development, engagement, retention and deployment of those individuals who are of particular value to an organization, either in view of their ‘high potential’ for the future or because they are fulfilling business/operation-critical roles”. Also, it is defined as systematic and integrated strategies for increasing organizational productivity and enhance processes used to identifies those talents, assesses their competencies, attract highly skilled workers, develop and retain current talented workers to meet current and future needs and objectives to achieve competitive advantage (Câmpeanu-Sonea, Sonea, Gabor- Supuran, & Mureşan, 2011; Kehinde, 2012; Vlᾶdescu, 2012; Jain, Sharma, & Sharma, 2012; Campbell & Hirsh, 2013). Despite of many studies conducted to highlight the strategies and practices of talent management in organizations, still these strategies and practices of talent management not materialized well but they agreed on major strategies such as Talent Attraction, Talent Developing, Talent Training, Talent Retention, and Succession Strategy while some others investigated the impact of talent management practices on retention employees and their effectiveness in execution organizational strategies. In light of these strategies, the author will consider the following talent management strategies: 3.1.1. Talent Attraction Strategy Top talented workers are always in a high demand because they are high experienced workers with unique cognitive abilities, knowledge and after all they have wisdom. As a consequence of technological advancements and globalization, top management starts to develop tie its human resources with its strategic goals through demonstrating a development and career path perspectives, in tandem, create a holistic talent attraction strategy. The key to any talent attraction strategy’s success, regardless the matters of demography, industry or geography, is simple; by focusing on emotional responses when dealing with qualified candidates to stimulate their interest, engage applicants and ultimately new hires (Miller, 2014). HR department entails to execute and achieve organization strategic goals by attracting those who are talented with the right qualifications, knowledge, skills, capabilities and adequate experience and can contribute to a lot in helping organization operate well. The basic elements of attraction are beginning with identifying each vacant position with job specifications, review or build new job description for these positions, skills and competencies required and job performance goals for the incumbents, then, placing emphasis on the recruitment process that includes the selection process. In certain situations, where the fierce competition on talented people, HR should act quickly and swiftly (HR and top management must be in position of smartness and agility) to attract and hire those talents to gain a competitive advantage over other rivals but poorly designed recruitment process can miss attractive job candidates. 3.1.2. Talent Developing Strategy Attracting and hiring talented employees is not the end of scenario and it doesn’t mean that the organization can grow and survive. On the contrary, top management should sightseeing their performance and contributions to organization. In order to fight the fierce competitors, top management must bridge the performance gap immediately through implementing orientation and training programs as well as follows http://www.iaeme.com/IJM/index.asp 42 editor@iaeme.com
The Mediating Role of Service Quality in the Relationship between Talent Management Strategies and Patients’ Satisfaction of Jordan Healthcare Sector the career development and path. From time to time, potential assessment is carried out to assess individuals against future requirements at higher levels, in other words, to achieve the higher potential of organization requires achieving the potentials of employees (Poorhosseinzadeh and Subramaniam, 2012 & 2013). It is important to emphasize that development does not mean the same as training. Training is a short-term effort intended to equip individuals with the knowledge, skills and attitudes they need to do their present jobs. But development is a long-term effort intended to build competencies for the future, and most development occurs on the job (Iratimeh et al, 2016; Chodorek, 2012). 3.1.3. Talent Retention Strategy Environmental and economical situations play a key role in whether retaining talents or not. Once talented individuals are attracted and developed, of course, they want to be treated fairly and appreciated by their employers, and receiving the highest remunerations. Retention those talented individuals is costly process which starts with new hired orientation, instill corporate culture such as employee recognition, awards, reward system, work-life-balance, training and development, and maintain a creative work environment, communication, and teamwork. Top managers think retention is based on compensation issues such as wage and salary levels, incentives, and training only but the drivers go much deeper into the individual psyche to the actions and attitudes that make workers feel successful, secure and appreciated. By and large, a sound retention strategy should mainly focus on and tactically address four key elements; performance, communication, loyalty and competitive advantage, while Whelan and Carcary (2011) stated that there are several factors that contributing to talent retention strategy, hygiene factors that have a direct impact on the career success such as benefits, compensation, location… etc, while intrinsic rewards and career success might indirectly reduce talent loss. 3.1.4. Talent Succession Planning Strategy In today’s highly competitive global marketplace, business organizations that continuously nurture the next generation of leaders enjoy a business advantage. Therefore, succession planning has involved identifying and developing the talent needed for future leadership to improve organizational strength and achieve today’s business goals. Succession planning strategy seeks to ensure that an organization has a pool of highly skilled and talented employees available and ready to step into senior leadership and other critical roles should the need arise (Ontario Developmental Services, 2013). Traditionally, high performers and potential individuals are grouped by specific competencies and earmarked as potential medium and long-term successors to these key roles. While maintaining an awareness of internal talent, many organizations seeing the benefit of succession planning are also following potential new business leaders externally (http://www.pageexecutive.com/insights/succession- planning-effective-executive-talent-management). To ensure full market coverage, it’s advisable to look both internally and externally when devising succession plans. But these plans can only be successful if they’re updated regularly and executed properly. 3.2. Service Quality and Patients’ (Customers’) Satisfaction For a long time, Service Quality and Customer Satisfaction have been excessively studied in both profit and non-profit sectors (Marković, Lončarić, &. Loncarić, 2014). Jacobucci, Ostrom, & Grayson (1995) concluded that quality and satisfaction is used differently and interchangeably according to respondents’ perception. In some instances, researchers still equated and confused service quality with satisfaction. Clearly, the relationship between service quality and customer satisfaction is ongoing debatable question in theory. Satisfaction arises when there is a discrepancy between consumer expectations and their perception toward the services provided. The concept of service quality has been elusively described by Parasuraman, Zeithaml and Berry in 1985. Parasuraman, Zeithaml & Berry (1985, 1988, 1990) defined service quality as the differences between expectations and performance along the quality dimensions. They developed a model that consist of ten dimensions for perceived service quality based on the gaps between all parties http://www.iaeme.com/IJM/index.asp 43 editor@iaeme.com
Dr. Hani Jaza’a Irtaimeh (organization, customers, suppliers, …etc): Reliability, Responsiveness, Competence, Access, Courtesy, Communication, Credibility, Security, Understanding or Knowing the Customer, and Tangibility (Parasuraman, Zeithaml, & Berry, 1985; Zeithaml & Bitner 2009; Hernon & Nitecki, 2001). Later, the SERVQUAL model has been developed by Parasuraman, Zeithaml & Berry (1988 & 1990), and this model consist of 22-items for assessing consumers’ perceptions and expectations regarding the quality of services, the model proposed that consumers evaluate the quality of service based on five dimensions: Reliability, Responsiveness, Assurance, Empathy, and Tangibility. Although SEVEQUAL model is widely applicable in business services, it is criticized and never supported by other researchers as expectations items are unnecessary. Cronin and Taylor (1992) oppugned the framework of Parasuraman, Zeithaml & Berry (1985, 1998) and propounded performance-based, called SERVPERF model, to measure service quality (Adil, Al Ghaswyneh, & Albkour, 2010). They argued that current performance is a reflection of customers’ perception of a service quality, and that expectations are no longer part of this concept, in spite of criticisms, SERVQUAL still used to measure service quality of healthcare sector especially hospitals (Ramseook-Munhurrun, Lukea-Bhiwajee, & Naidoo, 2010) Kolter and Armstrong (1999) defined customer satisfaction as the customer's perception that compares their pre-purchase expectations with post-purchase perception whereas satisfaction is the difference between expectations and actual performance (Irtaimeh et al, 2016). In healthcare sector, patients’ satisfaction can be represented in term of attitudes toward medical care or aspect of a care (Jenkinson, Coulter, Bruster, Richards, & Chandola, 2002; Ahmad, Nawaz, Khan, Khan, Rashid, & Khan, 2011). Moreover, patient satisfaction, in turn, can reflect patients’ involvement in healthcare decisions, and in an increasingly competitive market, healthcare mangers must focus on how to achieve the highest ongoing patient satisfaction to enhance and improve the quality of services delivered (Al-Abri, & Al-Balushi, 2014). As customers have become more and more aware of their requirements and more sophisticated demanding higher standard of services, their perception and expectations are continually evolving. Thus, the state of satisfaction depends on a number of both psychological and physical variables which correlate with satisfaction behaviors. Some researchers think customer satisfaction can be measured. As Apart from understanding Patients’ satisfaction dimensions, it is beneficial for managers to understand staff perceptions regarding Patients’ expectations and perceptions. Such an examination helps us to understand if there are gaps between staff and Patients’ in term of quality services and satisfaction and how to bridge the gap through training and amendments (Irtaimeh et al, 2016). 3.3. Literature Review Elarabi & Johari (2014) studied the impact of practicing human resources management on the quality of healthcare service and achieving patients’ satisfaction in Malaysia healthcare sector. They concluded that a HRM practices have a strong impact on healthcare quality and improve the performance of hospital’s staff and thus it achieves patients’ satisfaction. Also, Areiqat, Abdelhadi, & Al-Tarawneh (2012) studied Talent Management as HRM strategy to enhance employee performance. They found that talent management practices have immediate effect on employees techniques used to perform their duties and also enhance their competent to cope with customers. Additionally, Horváthová (2011) explained the role and impact of talented employees in achieving the success through concentrating on highest service quality provided. This is supported a study conducted by Morsy (2013) who confirmed the impact of talent people on two types of employees’ engagement; job and organizational engagement to drive the success and thus the perceived service quality with a mediating role of work-family balance of this relationship at Zagazyg University Hospitals. Contrary to expectations, Barkhuizen, Mogwere, & Schutte (2014) didn’t find significant relationship between Talent Management and Service Quality Orientations despite of emergent of the positive significant relationship between all the work engagement dimensions and some of the SERVQUAL dimensions of Service Quality. On the other hand, Barkhuizen, Schutte, & Slusi (2014) proved that Talent http://www.iaeme.com/IJM/index.asp 44 editor@iaeme.com
The Mediating Role of Service Quality in the Relationship between Talent Management Strategies and Patients’ Satisfaction of Jordan Healthcare Sector Management practices are not effectively applied properly as Talent Retention and Workplace Planning practices appeared to be most problematic. Significant differences existed between the current versus the importance of talent management practices for both countries. The respondents differed significantly in terms of the current application of talent management practices based on their demographic characteristics. In his study, Nafei (2015a) concluded that a statistical significant relationship between talent management and health service quality exits. Optimistically, Nafei (2015b) conducted another study that proved the effect of talent management in enhancing the service quality at the commercial banks of Egypt. 4. METHODOLOGY The relevant data for the study has been collected from both primary and secondary sources. Research methodologies used in the study are descriptive methods. A random stratified sample was chosen of Jordan healthcare institutions (Public Hospitals), only 983 questionnaires were valid for statistical analysis with ration of 82.7%. In order to determine the reliability, Cronbach's alpha was used (Table 1). To analyze the data, confirmatory factor analysis and structural equation modeling using software SMARTPLS is used. Table 1 Cronbach’s Alpha Variables Patients’ Satisfaction TM Strategies 0.912 Talent Attraction Strategy 0.875 Talent Development Strategy 0.973 Talent Retention Strategy 0.981 Succession Planning Strategy 0.896 Quality Service 0.944 Tangibility 0.910 Reliability 0.895 Responsiveness 0.768 Assurance 0.987 Empathy 0.934 Patients’ Satisfaction 0.962 Source: developed by researcher based on SPSS Results 5. RESULTS 5.1. Hypothesis Tests 5.1.1. Correlations A correlation test employed to investigate if positive and significant correlations appear between study variables; Talent Management Strategies, Service Quality, and Patients’ Satisfaction. Table 2 shows that there is a strong statistically significant correlations between Talent Management Strategies and Service Quality (r=0.955, p≤0.05) and Patients’ Satisfaction (r=0.961, p≤0.05). Obviously, results show that each TM Strategies has significant and positive relationship with Services Quality; Talent Attraction Strategy (r= 0.954, p≤ 0.05), Talent Development Strategy (r=0.912, p≤0.05), Talent Retention Strategy (r=0.953, p≤0.05), and Succession Planning Strategy (r=0.940, p≤ 0.05) and Patients’ http://www.iaeme.com/IJM/index.asp 45 editor@iaeme.com
Dr. Hani Jaza’a Irtaimeh Satisfaction; Talent Attraction Strategy (r=0.963, p≤0.05), Talent Development Strategy (r=0.839, p≤0.05), Talent Retention Strategy (r=0.972, p≤0.05) and Succession Planning Strategy (r=0.978, p≤0.05). Table 2 Correlations Results Service Patients’ Variables Tangibility Reliability Responsiveness Assurance Empathy Quality Satisfaction TM 0.895** 0.923** 0.799** 0.898** 0.921** 0.955** 0.961** Strategies Talent Attraction 0.854** 0.901** 0.941** 0.865** 0.786** 0.954** 0.963** Strategy Talent Development 0.903** 0.874** 0.837** 0.912** 0.824** 0.912** 0.839** Strategy Talent Retention 0.821** 0.975** 0.888** 0.928** 0.860** 0.953** 0.972** Strategy Succession Planning 0.867** 0.989** 0.897** 0.789** 0.732** 0.940** 0.978** Strategy ** Correlation is significant at P ≤ 0.05 Source: developed by researcher based on SPSS results 5.1.2. Model Testing The data collected by questionnaire was analyzed with the Partial Least Square Modeling- Structural Equation Modeling (PLS-SEM). The first step in the analysis is the evaluation of the measurement model (Hair et al., 2013). As Figure 2 depicts, R2 for Patients’ Satisfaction was 0.737, which is considered to be somewhat high (Hair et al., 2011), Whereas R2 for Service Quality was 0.574. Thus, we conclude that the model fits the data well. Using Blindfolding in Smart PLS, Q2 for Talent Management Strategies was calculated to be 0.2182, which is a stronger measure for model predictive capabilities (Hair et al., 2011; Ringle & Straub, 2012). The data analysis reveals support for all hypotheses predicted (see Figure 2). Figure 2 The Results of Structural Equation Modeling for the Conceptual Model http://www.iaeme.com/IJM/index.asp 46 editor@iaeme.com
The Mediating Role of Service Quality in the Relationship between Talent Management Strategies and Patients’ Satisfaction of Jordan Healthcare Sector Source: developed by researcher based on PLS-SEM model results 5.1.3. Service Quality as Mediator It has been noticed from Figure 2 that the direct effect is significant when the Service Quality is not included in the model. When including the mediator, the indirect effect is significant. The empirical t value of the indirect effect of Talent Management Strategies on Patients’ Satisfaction is 8.6718, and we can conclude that this relationship via the Service Quality mediator is significant (p > 0.01). The direct effect of Talent Management Strategies on Patients’ Satisfaction has a value of 0.472, while the indirect effect via Service Quality has a value of 0.964*0.523=0.504. Thus, the total effect has a value of 0.472 + 0.504 =0.976. The VAF equals the direct effect divided by the total effect and has a value of 0.504/0.976 = 0.516. VAF can have value less than 20%, no mediation and very large outcomes of above 80%, full mediation. A situation in which the VAF is larger than 20% and less than 80% can be characterized as partial mediation (Hair et al., 2013). Our conclusion is that Service Quality as a mediator has a moderate effect on Patients’ Satisfaction, accounting for 51.6% of the variance. 5.1.4. Support of Hypotheses Based on the above model, findings of the model testing confirm that Talent Attraction Strategy, Talent Development Strategy, Talent Retention Strategy, and Succession Planning Strategy were significant dimension of Talent Management Strategies. The most important dimension among these four dimensions of Talent Management Strategies is Talent Retention Strategy. Further, study results confirm that Customer Loyalty and Customer Commitment are effective on Patients’ Satisfaction, and Customer Loyalty has more positive influence on Patients’ Satisfaction than Customer Commitment does. As a rule, the final result of this research indicates that Talent Management Strategies has a positive relationship with Service Quality, and Service Quality has a positive influence on Patients’ Satisfaction. The findings of the model testing revealed that Patients’ Satisfaction was a partially mediated by Service Quality. Hence, the findings of this study support all hypotheses (Table 3). http://www.iaeme.com/IJM/index.asp 47 editor@iaeme.com
Dr. Hani Jaza’a Irtaimeh Table 3 Support of Hypotheses H1: Talent Attraction Strategy is a significant dimension of Talent Supported Management Strategies. H2: Talent Development Strategy is a significant dimension of Talent Supported Management Strategies. H3: Talent Retention Strategy is a significant dimension of Talent Management Supported Strategies. H4: Succession Planning is a significant dimension of Talent Management Supported Strategies. H5: Customer Loyalty is effective on Patients’ Satisfaction. Supported H6: Customer Commitment is Effective Patients’ Satisfaction. Supported H7: Talent Management Strategies positively influences Service Quality. Supported H8: Service Quality positively influences Patients’ Satisfaction. Supported H9: Talent Management Strategies positively influences Patients’ Satisfaction. Supported H10: Service Quality mediates the influence of Talent Management Strategies Supported on Patients’ Satisfaction. Source: developed by researcher 6. DISCUSSION AND CONCLUSION The primary insight that our study model provides is the significant (P
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