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THE RELATIONSHIP BETWEEN CAREER DEVELOPMENT AND TALENT

DEVELOPMENT PRACTICES: TOWARDS EMPLOYEE QUALITY WORK LIFE
BALANCE

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International Journal of Multidisciplinary Thought,
CD-ROM. ISSN: 2156-6992 :: 3(2):463–475 (2013)
Copyright ⃝c 2013 by UniversityPublications.net

THE RELATIONSHIP BETWEEN CAREER DEVELOPMENT AND

TALENT DEVELOPMENT PRACTICES: TOWARDS EMPLOYEE
QUALITY WORK LIFE BALANCE

P.Yukthamarani Permarupan, Roselina Ahmad Saufi and Roslinah Mahmud

Universiti Malaysia Sabah,Malaysia

The focus on this research is the Work-Life Balance of employees in Malaysia public sectors.
Work-life balance has been always studied from the perspective of Job factors, and quality
relating to work-life balance. The study will attempts to explore and identify the career
development and talent management practices that affect the balance of work-life and quality
of the employees. The aim of the study is to investigate the effectiveness of the relationship
between the factors and the Employee Quality Work-Life Balance (EQWLB). A survey
research method was used to gather 153 usable questionnaire from supporting staff, executive
and managerial staffs who have worked in Public Sectors’ Kota Kinabalu, Sabah. The
outcome of the analysis show that career development practices do have a significant and
positive relationship with employee quality work life balance. The contribution of this study
shall extend on the development of ‘Employees Work-Life’, to ‘Employees Quality Work-
Life Balance’ that will signify the importance of integrating career development practices, and
talent development system in nurturing a balance employee work-life.

Introduction

“For Malaysia to be a high-income nation, we must be able to compete on a regional and global
stage. This requires redoubling our effort to attract investment, drive productivity and
innovation. The foundation of any productive high-income economy lies in a globally
competitive, creative and innovative workforce. To achieve this, an integrated approach to
nurturing, attracting and retaining first-world talent base will be implemented. The creativity,
energy and initiative of the private sector will be harnessed as the primary driver of Malaysia’s
growth aspirations. We will remove structural barriers and outdated regulations in order to create
an efficient and flexible business environment for the private sector.” (Dato’ Sri MohdNajib Bin
Tun Abdul Razak, 2010)
Asian countries such as the Republic of Korea and Singapore have propelled themselves into
the group of developed nations within a generation as a result of precise, deliberate and
purposeful prioritization of focus sectors while concentrating on developing, upskilling and
delivering the right talents required to drive growth in those sectors. For Malaysia, the
development of a first world talent base requires nothing less than a comprehensive, all inclusive
national effort from the public and private sectors as well as civil society (Lian L. W, 2010).
A speech by the Prime Minister, Dato’ Sri Mohd.Najib, (2010), mention about improving
efforts for human capital development in the public sector. He mentioned that, “the delivery of
efficient and effective government services is closely linked to the quality of human resource. To

463
464 P. Yukthamarani Permarupan et al.

ensure the best talents remain in the civil service, the framework for human resource
management and career development will be improved. Opportunities for civil servants to
increase their knowledge and field of expertise will be expanded. In this respect, a world-class
civil service college will be established to raise the competency of civil servants’’.
By providing career development practices and talent development practices, employees are
keen on tapping employee’s job involvement. Job involvement by an employee is seen as an
indicator of high performance and organization return of investment. As a result, there will be a
certain baseline for employee’s recruitment that will be considered despite job preference taking
place among labor force.
Interestingly, a thorough review of such relationship reveals that the effect of career
development on employee quality work life balance is consistent if job involvement is present in
the relationship (Mudrack P.E, 2004). For highly involved employees, their jobs seem inexorably
connected with their very identities, interests, and life goals, and are crucially important.
Individuals may become involved in their jobs in response to specific attributes of the work
situation itself. The prevailing assumption in research seems to be that high job involvement is
an inherently desirable attribute of employees. Indeed, highly job involved individuals seem also
to be satisfied with their jobs, to be in characteristic positive moods at work, and to be highly
committed to their employing organizations, their careers, and their professions (Carson, K.D.,
Carson, P.P. and Bedeian, A.G.1995; Cohen, 1995) cited in (Mudrack P.E, 2004). Quality of
work life program includes all kinds of improvements in organizational culture that supports
growth and excellence in the organization. QWL in organization is essential for attracting and
retaining employees. Separating and determining which characteristics affect QWL is difficult.
Oftentimes quality of work life includes many concepts, one of which is employees'
understanding of work and non-work lives (Wise S., Bond S., 2003).

Literature Review

Career have always been a journey for every employee, as Baruch (2004) mentioned that Career
is a major life constituency – it evolves around work, and work provides sense of purpose,
challenge, self-fulfillment, and, of course, income. He also said that career is a symbol of status
in society. Hoekstra (2011) Careers are important as such, above the component jobs, because
their story contains essential meaning for the individual as well as for the environment. Besides,
he acknowledge that for many individuals, their career holds a large part of the meaning of life's
journey, and hence of their identity
The career development process, then, can be addressed from two complementary
perspectives. The first is from the perspective of the individual employee who is attempting to
plan his or her career in a productive and rewarding manner. This career planning process
involves becoming aware of opportunities, constraints, choices, and consequences; identifying
career-related goals; and engaging in work, education, and related developmental experiences
aimed at attaining specific career goals. (Hedge, 2006)
Hall (1986) The second perspective relates to the activities of the organization that will
effectively select and develop employees to meet future organizational needs. This organization-
level career management is an ongoing process of preparing, implementing, and monitoring
career plans undertaken by the individual alone or in concert with the organization's career
systems.
The fact that the future is uncertain and cannot be foreseen is universal and does not depend
on a certain context. These concepts shed light on the uncertainty of careers or the period when
 The Relationship Between Career Development and Talent Development Practices... 465

people lack the will to design their careers. Many existing career studies focus on how careers
are developed or directed and are intended to present some guidance on how to expand or nurture
a career.
However, Kato and Suzuki pointing out with the concept of “planned happenstance,” the
times when people do not consciously consider their careers often have overall essential effects
by providing surprising and unimaginable opportunities. Although this appears quite plausible, a
possible reason why this issue has not gained interest is the fact that the existing career studies
emphasize the negative impact of not having a plan for or a perspective on one’s career.
It is rather unrealistic to believe that the future can always be predicted and that the entire
career design should be well planned, regardless of the situation. Such anticipation can be easily
distorted or redirected due to management or corporate strategy. Moreover, it is natural to
undergo phases in which making active attempts to enrich one’s life alternates with simply and
aimlessly investing all possible efforts in day-to-day tasks.

Talent Development Practices

Many questions remain, such as how do organizations operationalize talent management, to

whom does the term ‘talent’ refer or, how many organizations engage in talent management?
The current global credit crunch and increased unemployment may lessen the import of talent
management in its original guise, i.e. owing to talent shortages. We argue that the context has
merely changed and that it has never been more important to have talented employees staff the
organization’s key strategic positions. (McDonnell A., Lamare R., Gunnigle P., Lavelle J., 2010)
They to stated that the talent management literature has thus far failed to achieve consensus
on what an organization might do to effectively manage its talent. For example, does talent
management involve succession planning, performance management and particular development
activities? There has been a failure to truly understand what a ‘differentiated human resources
architecture’ involves in terms of identifying and developing the organization’s talent. However,
there are a number of recurring ideas of what should be included in a talent management system.
Mentoring -Baugh and Sullivan (2005) discuss on the relationship between mentoring and
career development. The article written were seek to examine mentoring relationships and offer
new perspectives and frameworks, suggesting exciting avenues for future research on mentoring
and career development. In the last two decades, the workplace has been dramatically
transformed. Individuals traditionally had careers entrenched in organizations, relying on the
paternalistic firm for career development. Increasingly now, individuals are enacting careers
outside organizational boundaries, defining career success on their own terms rather than by the
organizational measures of salary and rank. Rapid technological change and globalization have
intensified the decoupling of individual careers from organizations, putting more emphasis on
individuals for their own career development and creating an even greater need for mentoring.
The findings suggested that although much research has been done on the impact of mentoring
on subjective and objective career success, there are still many unexamined and under-explored
aspects of mentoring. Therefore the following are discussed forThe new manager does not work
in isolation. Making their success and their learning a team responsibility changes the whole
dynamics of the situation. The coach or mentor can help them plan how to engage the team in
this way – but equally, there is a requirement for the organization to create appropriate
expectations in the team before the manager joins.Second role is to assists the talented individual
to establish better and wider networks inside and outside the organization; and to manage those
networks effectively.
466 P. Yukthamarani Permarupan et al.

More a mentor role than a coach role, network development can be both passive and active.
In the active sense, it involves making introductions and suggesting people who the talented
individual should contact. It involves working with them to develop the skills of networking and
managing personal credibility. Some organizations have specifically introduced mentoring
programs to help bright but unnoticed people become known and therefore to enter the running,
when new opportunities arise.Third role is to provide a resource to reflect upon wider issues of
identity, personal values and personal goals. The keys here are a safe environment, in which to
open up this dialogue and the skills to maintain dialogue at a much deeper level than in most
other working conversations.Fourth role of mentor or coach is helping the talented individual
extract more value from their current role. It’s very easy for the coaching or mentoring
conversation to concentrate on the next job the person wants. Yet there is usually a great deal of
learning in the current job, if the person knows how to look for it. It is not uncommon for
mentoring to help someone, who is desperate to move on, recognize ‘‘unfinished business’’ in
their current role and take an extra six months or so to consolidate a skill, which will prove
invaluable to their subsequent career as a leader.
Coaching- Jolson et al. (1993) defined coaching as teaching technique for imparting facts
and methods for accomplishing a task. Coaching include feedback and goes beyond supervision,
that is, coaching makes the subordinate aware of how he or she is performing and to use
situations as training opportunities (Corcoran et al., 1995) Coaching include feedback and goes
beyond supervision, that is, coaching makes the subordinate aware of how he or she is
performing and to use situations as training opportunities according to them as well. In addition,
coaching is also considered as a form of social persuasion where people are led, through
suggestion, into believing that they can handle successfully on specific responsibilities (Bandura,
1977)
Supervisionfocuses on the processes that occur between mentor and mentee during an
interaction. The supervisor helps the mentor to reflect on the mentoring relationship under
discussion, helping the mentor to draw meaning from it in a way that contributes to the mentor’s
improvement future practice. The content of the dialogue between mentor and mentee provides
the context for a supervision session. However, details of the content are only relevant insofar as
they provide clarification for the supervisor. Confidentiality may be breached if the mentor is
drawn too deeply into the specific content (Corcoran, K.J., Petersen, L.K., Baitch, D.B. and
Barrett, M., 1995).
Training and development- Thurairajah (2008) suggested that training could be defined as
activities of teaching and learning which is being promoted and implemented by an organization
to enhance the technical development, attitude change and to add value to the existing
knowledge of the officers within an organization. Besides, according to Gunasegaran (2006)
training and development is planned, continuous effort by management to improve employee
competence level and organizational performance. In the field of human resource management,
training and development in the field concerned with organizational activity aimed at improving
the performance of individuals and groups in organizational settings. It has been known by
several names, including employee development, resource development, and development (Rusli
et al 2011). Training and development encompasses three main activities: training, education,
and development. Training is the activity that focused upon, and evaluated against, the job that
an individual currently holds. Development is the activity focus upon the activities that the
organization employing the individual, or that the individual is part of, may partake in the future,
and is almost impossible to evaluate.
 The Relationship Between Career Development and Talent Development Practices... 467

Job Involvement

The term ‘‘job involvement’’, Rotenberry&Moberg (2007) asserted that it operationalized

protestant work ethic and was a stable attitude that developed when the value of work became
part of the self-concept. Allport (1943) was the first scholar who defined work involvement as a
method of describing work attitudes, as it refers to the levels of participation at work. The levels
of work involvement affect the functioning of organizations. The higher the levels of work
involvement by employees, the easier it is to enhance work satisfaction, increase outputs, and
improve loyalty to the organizations. Job involvement can also be defined as an individual’s ego
involvement with work (Kanungo, 1982).

Employee Work-Life Balance

“Work” comprises not simply contractual hours of employment. It is often surrounded by

ancillary (unpaid) activity such as extended and unpredictable journey times and in the case of
some occupations, such as farming, there is no seamless divide between the domains of work and
home. Initially “life” had been rather narrowly construed to imply “family life” but recent
commentators have suggested a more inclusive perspective, to include free and leisure time,
irrespective of family commitments. In consequence there has been a political and organizational
shift from “family-friendly” conceptualizations of working practice toward those of “work-life
balance” (Hyman & Summers, 2004). Nevertheless, the concept of “balance” itself can be highly
problematic: there is a “need to recognize that balance can have both an objective and subjective
meaning and measurement, that it will vary according to circumstances and that it will also vary
across individuals” (Hyman & Summers, 2004)
In order to have a better quality of work-life balance, it is important for the employers to
know the needs and wants of employees that work for them. Fulfilling individuals’ needs is
rather impossible for bigger firms, but having a standardized practices that applicable and
adaptable by all will be the basis and ground to promote a quality work-life balance.
As all the variables have been defined and analyzed, the conceptual framework will̘be
developed in the following chapter. Most study emphasis the needs of QWL and̘the outcomes
are relatively related to job satisfaction, motivation, organizational̘commitment, career
commitment, and indirectly decrease employee stress and̘turnover. Yet again in Malaysian
context, TQM has been a focused point for the past̘decade and it is timely to refocus on Human
Capital, which requires Quality of Work̘Life implementation.
By this situation happening, the investment by the organization on QWL̘importance will in
return produce high return of investment in term of productivity̘and will decrease turnover and
cost of human capital management such as̘recruitment process for hiring, training, and
developing the new workforce.Besides,̘through the positive impact of QWL allows organization
to design realistic objectives̘and goal setting.̘
468 P. Yukthamarani Permarupan et al.

Methodology

CAREER DEVELOPMENT
EMPLOYEE QUALITY
PRACTICES
JOB INVOLVEMENT WORKLIFE BALANCE

TALENT DEVELOPMENT
PRACTICES

Postulations

H1: There is a significant relationship between talent development practices and

employees quality work-life balance.
H2: There is a significant relationship between career development practices and
employees quality work-life balance.
H3: There is a mediating effect of job involvement on the relationship between talent
development system and employees quality work-life balance.
H4: There is a mediating effect of job involvement on the relationship between career
development practice and employees quality work-life balance.

The research required a set of questions set out in five parts. The purpose of this study was
to establish how career development practices and talent development system would influence
employee job involvement as well as employee quality work life balance. Adaptation and
modification was done to questionnaire to form a four-page questionnaire. The survey instrument
used here was by way of questionnaire.
The research setting was conducted at Public Organizations in Kota Kinabalu, Sabah. The
unit of analysis was lower and middle management employees. This is a cross sectional research
as the study is based on previous study. The predictors used in this study were adopted from few
researchers. Career development practices was adapted from Naziah (2009), this response for
this section was measured using 5-point Likert Scale (1=Strongly Disagree to 5=Strongly
Agree). Talent development system Thurairajah (2008) focus on four dimension; measurement
used 5-point Likert Scale (1=Strongly Disagree to 5=Strongly Agree). The Job involvement
questionnaire was developed by Kanungo (1982) and measured using 5-point Likert Scale
(1=Strongly Disagree to 5=Strongly Agree). Employee quality work life balance Walton (1982)
was also using 5-point Likert Scale (1=Strongly Disagree to 5=Strongly Agree). The entire
questionnaire was adapted and modified to suits the research objective. Convenience sampling
was used to conduct this study. It is refers to the collection of information from members of the
population who are conveniently available to provide it. The main advantage of convenience
sampling is that it is quick, convenient, and less expensive. But of course it is not generalizable
at all.
 The Relationship Between Career Development and Talent Development Practices... 469

SECTION DESCRIPTION
Section A This consisted of several questions regarding respondents’ demography profile such as name of
organization, current position, age, gender, marital status, job category, race, no. of dependent.
Section B Career development practices was adapted from Naziah (2009), this response for this section
was measured using 5-point Likert Scale (1=Strongly Disagree to 5=Strongly Agree).
Section C Talent development system Thurairajah (2008) focus on four dimension; measurement used 5-
point Likert Scale (1=Strongly Disagree to 5=Strongly Agree).
Section D The Job involvement questionnaire was developed by Kanungo (1982) and measured using 5-
point Likert Scale (1=Strongly Disagree to 5=Strongly Agree).
Section E Employee quality work life balance Walton (1982) was also using 5-point Likert Scale
(1=Strongly Disagree to 5=Strongly Agree). The entire questionnaire was adapted and modified
to suits the research objective.

Findings

About 240of questionnaire were distributed to the Human Resource Department of the identified
organization, in which a total of 186 copies were returned, indicating an initial response rate of
77.5%. However, after going through and filtering the questionnaire, it was found that there were
only 153 questionnaires, which are valid and usable. Thus, the exact response rate is 63.75%.
Questionnaire of this study consisted of five sections, Section A- Respondent’s Profile, Section
B- Career Development Practices, Section C- Talent Development Practices, Section D- Job
Involvement and Section E- Employee Quality Work-Life Balance.
Table 1 showed that most respondent characteristics were male (52.3%), age between 31 to
35 years old (35.3%), Department of Agriculture with (26.1%), and supporting staff with
(52.9%).

Table 1. Participants Characteristics.

Participant Characteristics Sub-Profile Percentage
20-25 8.5
26-30 31.4
31-35 35.3
Age 36-40 15.7
41-45 3.3
46-50 5.9
Gender Male 52.3
Female 47.7
Management Staff 31.4
Job Category Executive Staff 15.7
Supporting Staff 52.9
N= 153

Psychometric Assessments

Table 2 showed the goodness of data for this study. The Kaiser-Mayer-Olkin Test (KMO) which
was a measure of sampling adequacy was conducted for each variable and the results indicated
that it was acceptable. The statistical results showed that (1) all research variables exceeded the
acceptable standard of Kaiser-Meyer-Olkin’s value of 0.6, were significant in Bartlett’s test of
sphericity, (2) all research variables had eigenvalues larger than 1, (3) the items for each research
variable exceeded factor loadings of 0.40 (Hair, Anderson, Tatham& Black, 1998), and (4) all
research variables exceeded the acceptable standard of reliability analysis of 0.70 (Nunally&
Bernstein, 1994).
470 P. Yukthamarani Permarupan et al.

Table 2. Goodness of Data.

Factor Bartlett Test Eigenva Variance Cronbach
Measure Items KMO
Loadings of Sphericity lue Explained Alpha
Career
754.962,
Development 7 0.577-0.772 0.793 4.524 64.633 0.906
P=0.000
Practices
Talent
3843.372,
Development 20 0.539-0.844 0.823 12.298 61.488 0.965
P=0.000
Practices
1201.505,
Job Involvement 10 0.449-0.795 0.801 5.836 58.362 0.918
P=0.000
836.474,
Employee QWLB 8 0.426-0.848 0.775 4.534 56.674 0.878
P=0.000

Descriptive and Pearson Correlation Analysis

Table 3 showed the descriptive statistics and Pearson correlation analysis results. Means for all
variables are between 3.250 and 3.821, signifying the level of career development practices,
talent development practices, job involvement and employee quality work life balance are
ranging from high (3) to highest (4.The correlation coefficients for the relationship between the
independent variable (i.e., career development practices and talent development practices) and
the mediating variable (i.e., job involvement), and the relationship between the dependent
variable (i.e., employee quality work life balance) were less than 0.90, indicating the data were
not affected by serious collinearity problem (Hair et. al., 1998).
From the Table 3, career development practices was positively and significantly correlated
with Employee quality work life balance (r=0.483, p<0.01). Furthermore a talent development
practice was positively and significantly correlated with employee quality work life balance
(r=0.609, p<0.01).
Table 3. Descriptive Statistics and Pearson Correlation Analysis.
Pearson Correlation (r)
Standard Career Talent
Variable Mean Job Employee
Deviation Development Development
Involvement QWLB
Practices Practices
Career
Development 3.821 0.575 1
Practices
Talent
Development 3.806 0.571 0.644(**) 1
Practices
Job Involvement 3.607 0.641 0.732(**) 0.658(**) 1
Employee
3.250 0.699 0.483(**) 0.609(**) 0.603(**) 1
QWLB
Note: Correlation Value is significant at *p<0.05, **p<0.01, ***p<0.001; N=153
Reliability estimation are shown diagonally (value 1)

Testing Mediating Model

Pearson correlation analysis was unable to determine the intervening role of Job Involvement in
the hypothesized model. A hierarchical regression analysis (as recommended by Cohen and
Cohen, 1983) was used to test the mediating effect in the hypothesized model. The results of
testing research hypotheses were shown in the discussion below.
 The Relationship Between Career Development and Talent Development Practices... 471

H2: There is a significant relationship between career development practices and

employees quality work-life balance.

H4: There is a mediating effect of job involvement on the relationship between career
development practice and employees quality work-life balance
Table 4. Results for Hierarchical Regression Analysis with Job Involvement as the Mediator and EQWLB as the Dependent
Variable.
MODEL 1 MODEL 2 MODEL 3
VARIABLES B Sig. B Sig. B Sig.
Career Development Practices 0.588 0.500 0.110 0.345 -0.865 0.020 (*)
Job Involvement 0.585 0.000 -0.635 0.160
Career Development Practices X
0.303 0.006 (**)
Job Involvement
R² Changes 0.234 0.133 0.031
Sig. F. Change 0.000 0.040 0.006
Dependent variable: Employee Quality Work Life Balance
Model 1, 2 & 3: Enter
*p<0.05, **p<0.01, ***p<0.001

From the Table 4, career development practice (independent variable) was positively and
significant with (dependent variable) employee quality work life balance (p=0.020, <0.05).
Therefore, the hypothesis (H2) was accepted. This result demonstrates that career development
practice has direct relationship with employee quality work life balance.
Furthermore with job involvement (intervening variable) as the mediator, career
development practice (independent variable) was positively and significant with employee
quality work life balance (independent variable) (p=0.006, <0.01). R square change is
decreasing, it indicates that there is a positive relationship for the mediator and dependent
variable. Therefore the hypothesis (H4) was accepted. This result demonstrates that job
involvement mediates the relationship between career development practices and employee
quality work life balance.

H1: There is a significant relationship between talent development practices and

employees quality work-life balance.

H3: There is a mediating effect of job involvement on the relationship between talent
development system and employees quality work-life balance.
Table 5. Results for Hierarchical Regression Analysis with Job Involvement as the Mediator and EQWLB as the Dependent
Variable.
MODEL 1 MODEL 2 MODEL 3
VARIABLES B Sig. B Sig. B Sig.
Talent Development Practices 0.745 0.000 0.459 0.000 -0.196 0.673
Job Involvement 0.388 0.000 -0.336 0.509
Talent Development Practices X
0.180 0.150
Job Involvement
R² Changes 0.371 0.072 0.008
Sig. F. Change 0.000 0.000 0.150
Dependent variable: Employee Quality Work Life Balance
Model 1, 2 & 3: Enter
*p<0.05, **p<0.01, ***p<0.001
472 P. Yukthamarani Permarupan et al.

Table 5 above shows that, there is no relationship for the independent variable (talent
development practices) and dependent variable (employee quality work life balance) (p=0.673,
<0.05). Therefore, the hypothesis (H1) was rejected. This result demonstrates that talent
development practice has no direct relationship with employee quality work life balance.
Furthermore, there is no significant relationship for the independent variable (talent
development practices), dependent variable (employee quality work life balance) and mediating
variable (job involvement). Even though the R square change is increasing, it indicates that there
is a negative relationship for the mediator and dependent variable, (Sig. F. Change =0.150) >
0.05. This results shows that, job involvement is not significantly mediates the relationship
between talent development practices and employee quality work life balance. Therefore,
hypothesis (H3) was rejected.

Discussion and Conclusion

The objectives of the study are; first to examine the talent development and career development
with employee quality work-life in government agencies in Sabah. Secondly, to investigate the
non-job factors affecting on work-life balance and the qualities in work-life balance. Thirdly, to
identify the relationship between talent development, career development, and employee quality
work-life in both government agencies. And lastly, this study aims to explore the quality of
work-life in government agencies in Sabah. The result of Linear Analysis shows that there is a
significant relationship between Career Development Practices and Employee Quality Work-Life
Balance. The initial hypothesis was accepted fully when the career development practices has a
beta of .673 with a significant at .000. This directly indicates that employer whom provides good
career development practices ensure high employee quality work-life balance in the organization.
This is not totally in line with (Bailyn, 1993) findings which stated that when an employee
takes part in work–life programs which have the opposite effect of making the employee less
noticeable within the organization, that employee will lead to a significant gamble of suffering
career consequences as a result. Based on this study that have been found, it prove that by
building up their career in the organization do help the employee to lead a comfortable life which
leads to a work-life balance.
Career development practices scored mean of 3.75 that indicates employees are strongly
support with the career development in the organization from the likert scale of 1 to 5. Beside,
this research also support the motion of Inkson (2007) that Careers are indeed essential as such,
above the element of jobs, because their untruth contains important meaning for the person as
well as for the environment. For many employee, their career holds a large part of the value of
life's journey, and hence of their individuality.
Therefore, employers are highly encouraged to provide career development to enhance
Employee quality work life balance. Baruch (2004) cited that Career is a major life constituency
– it grows around work, and work provides sense of purpose, challenge, self-fulfillment, and, of
course, income. Many employees would not be focusing on looking for other organization to
work with when they have clear career path in their current organization.
Based on the data collected form the questionnaire it if found 59.5% of the employees agree
that they have opportunities to learn and to grow in the organization. And their work is actually
helping them to develop their skill and knowledge that agreed by 61.4 of the respondents. 43.8%
of the respondents agree that they have a clear path in the organization and they consider their
work in the organization to be a long-term career option.
 The Relationship Between Career Development and Talent Development Practices... 473

Talent development practices do not have a significant relationship with employee quality
work life balance. The relationship is found to be insignificant with is p=0.673, <0.05. Therefore,
the hypothesis 1 is rejected. This indicates that employees are more comfortable working in the
organization regardless of the work that they currently position. With the right tools such as
mentoring and training development do help with overcoming their work burden.
A research done by Karatepe and Uludag (2007) also tried, the relationship between
exhaustion and employees’ intention to leave the organization. Their study found that frontline
employees, who had trouble in spending time with their family or in keeping social obligations,
were likely to be psychologically drained. The result of it is that in turn, impacted negatively on
their job satisfaction and ultimately influenced their intention to leave the organization.
But based on the data collected from the study, the employee performance and progress is
monitored from time to time to ensure that their performance does not decrease from time to
time, this is agreed by 58.2 of the respondent from the questionnaire collected. Each employee is
taught with specific insight and skill to achieve organizational goals, agreed by 61.4%.Coaches
always provide support and occasional advice to help them with their work, 54.2% agreed by the
respondent. 55.6% respondent agreed that they have always someone to guide him or her on
what things a needed to be done with their work. 71.2% of the respondent constantly has the
need to show their job being done accurately.
Good environment and culture is indeed important in the workplace, they learn good values
and exemplary behavior from their seniors in the organization, and this is agreed by 56.2% of the
respondents. 65.4% agreed that information is obtained through their mentor at the workplace.
Mentor is always there to advice the employee when in need. This is one of the supports that
would help the employee to build up confidence in doing their work. This is what 55% of the
respondent agreed on.
From previous studies, the studies are most likely to study the outcomes or importance of
Quality of Work Life. However, in this research, the framework is a newer framework is a newer
framework of identifying how career development practices and talent development practices
relates to job involvement and Employee Quality Work Life Balance among the employee.
Hence, this research has contributed the important dimension on QWL in a newer perspective.

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