The Impact of Talent Management (TM) on Counterproductive Work Behaviors (CWB) in Industrial Companies in Jordan

Counterproductive work Behaviors is certainly causes high economic costs for the organizations, psychological, and social costs as well That is why, it should be well-controlled or the organizations go to a great lost. Therefore many organizations have prioritized talent management to ensure they acquire, develop and retain the right staff. The main objective of this research is to test the impact of talent management on Counterproductive work Behaviors. The questioner was used as a tool to collect information from the study sample in the industrial companies in Jordan. The results showed that there is an impact of talent management, represented in (attract talent, talent retention, talent development and career succession) on Counterproductive work behaviors represented in (sabotage, withdrawal, Deviation in production, Theft, Bribery).


Introduction
In recent years, counterproductive work behaviors have received considerable attention from researchers, whereas it has shifted from studying desirable work behaviors to studying undesirable work behaviors.
Increment in deviant behavior in organizations led to many problems and crises, which raised questions about ethics in the work framework and highlighting the need to understand these phenomena in order to prevent and address them. Because of negative effects of these behaviors on organization, society and workers, the researchers' attempts came to understand the factors that affect the likelihood of employees' participation in these behaviors. In addition, the importance of counterproductive works behaviors and their impact on performance of employees and overall performance of organization.
Organizations are more aware than ever that intellectual capital management and talents are critical to strategic success. Managing talented employees is one of the most important sources of success for organizations in a competitive market. Any specialized person who tracks the success of global organizations finds that their success lies not in the use of sophisticated technology and not in diversity of its funding sources, but the secret of its success lies in its possession of exceptional human resources and its good management of them. Therefore, there are always distinguished employees in distinguished organizations.
should be conducted to demonstrate the impact of talent management on the different dimensions of organizational performance, including productivity science behaviors. Therefore the importance this study comes from its attempt to discover and identify the factors most capable of minimizing these anti-productivity behaviors in business organizations.

Study Problem
Through the researcher's review of the literature discussed in the areas of organizational behavior and human resources management, it has been concluded that the interest of academics researchers has shifted from just studying the positive behaviors of employees within their organizations such as organizational commitment and organizational engagement… etc, to study negative behaviors in a place of work such as robbery, violence and vandalism Especially in the last ten years.
The current study is an attempt in this direction, as it seeks to determine the impact of talents' management strategies on counterproductive work behaviors. Review of literature indicates the existence of some foreign studies that examined, for example, human resource management practices and their impact on counterproductive work behaviors. In addition, one study examined developing talents and its influence on counter productive work behaviors. Some studies sought at providing a conceptual framework demonstrating mechanisms by which talents management can lead different dimensions of functional performance, which assumed that talents' management strategies will be connected in a negative form with counterproductive work behaviors. At the same time, there is no single Arab study examined the relationship between talents and counterproductive work behaviors.

Study Hypotheses
To achieve the objectives of the research, this research seeks to test the following hypotheses: H1: There is no statistically significant impact of talent management practices on Counterproductive Work Behaviors in industrial companies in Jordan? The following sub-hypotheses are derived: H1.1: There is no statistically significant impact of the practices of talent management on sabotage in industrial companies in Jordan H1.2: There is no statistically significant impact of talent management practices on withdrawal in industrial companies in Jordan H1.3: There is no statistically significant impact of talent management practices on the deviation in production in industrial companies in Jordan H1.4: There is no statistically significant impact of talent management practices on theft in industrial companies in Jordan H1.5 There is no statistically significant impact of talent management practices on bribery in industrial companies in Jordan

Talent Management
In this component, we will focus on the approach of talents' management, which has achieved excellence and success in business world because of its great role in attracting, developing and retaining talents for the organization. Through reviewing the connected literature of talents' management, we find that researchers differ on conceptual limits of talents' management, some of them dealt with it as an attitude like ( Blass, 2009) and (Yarnall, 2011), and others as a thought (Aston & Morton, 2005).
It is noteworthy that key and pivotal point of talents' management was in the late 1990s, particularly in 1998, when McKinsey and America's largest companies for management consultations (War for Talents), used the expression of intense competition among organizations for having and recruiting talents to work in the organizations. At the same time, some studies have confirmed that talents' management has become a basic topic in human resources management literature, in which, the environment is characterized by it is a competitive and changing environment (Zhang & Bright, 2012).
Talents' management is defined as a strategic view and a holistic entry to both the human resource and business planning, or it can be considered a new way of organizational effectiveness. Consequently, improving performance and potentials of talented individuals through which measurable difference can be made in the organization now and in future. Thus, talents' management is not just a word seeks to find and develop the talented (Cunningham, 2007), rather than it requires an organized vision that focuses on dynamic interaction among many tasks and processes within business organizations, as well as a proactive and continuous method (Schweyer, 2004).
According to (Collings & Mellahi, 2009), talents' management has been defined as a set of activities and processes that involve a systematic and precise identification of main functions within the organization that contribute significantly in achieving sustainable competitive advantage of the organization. This includes attracting qualified employees and integrating them as well as maintaining current employees for improving the talents within the organization to achieve the organization's current and future objectives.
As for (Yllner, 2013), he believes that talents' management includes programs that may have many similarities with human resources management, but the content of talents' management is much deeper not only as it aims to manage these talents but also to building a distinct career path for them, ensuring of maintaining them and buildingnew future roles for them. In another context (Uren& Samuel, 2007) noted that talents' management reflects a series of rational steps represented in identifying, attracting, disseminating and developing the talent. While (Sloan et al. (2003) and (Rodriguez, 2010) agreed that talents' management is managing comprehensive leadership of talent strategically, with the aim of placing the right person in the right place at the right time. (Horvathova,2009) reports that effective work with talented employees is based on a strategy for talents' management derived from overall strategy of organization, which ensures that current talented and qualified employees within the organization contribute in achieving current and future needs of organization. This procedure may be called talent's fund, which consists of a group of talented people who are prepared to take on responsibilities of various talents and abilities. The Talents' Fund, which is developed depends on a number of executive positions and on organization's ability to innovate and develop. For example, in medium organizations, there may be one fund, but in large organizations, it may differ in terms of possessing two talents' funds, one for senior management levels and the other for middle management levels. In addition, often the number of talents' funds reflects the degree of organization within these organizations (Beheshtifar & Moghadam, 2011).
There is almost agreement among researchers on the significance of talents' management in organization and its impact on other some organizational variables such as entrepreneurship (Shirkhan&Nazari, 2014), job engagement, job satisfaction, organizational loyalty (Sajadi et al., 2014), reducing work pressure (Chatroodi & Sanjar, 2014), reducing intension of leaving work (Rana & Abbasi,201), organizational creativitiy (Khoram and Abbas, 2013), employee retention (Tiwar & Shrivastava, 2013), functional and organizational integration (Oladapo 2014), organizational growth, high performance, competitive advantage (Van Zyl et al., 2017) and assisting in managers' selection process (Katarzyna et al., 2015) which indicates that talents' management is a very important subject due to its positive impact on above organizational variables.

Talent Attraction
Academic researches examining talents' attraction can be categorized into two areas: First, Talents' planning and distribution: The role of talents' planning is identifying future talents' needs that are very important at all organization's levels. Focus is made on talents' quality (knowledge, skills, abilities and personality traits) which will be used in many locations. The goal of talents' planning is to achieve an ideal level of talent placement, which will eventually put the right talent in the right place at the right time with needed rewards and incentives at all locations and levels of organization (Guthridge et al., 2008).and The second area is human resources' reputation, where organizations focus on characteristics that make them more attractive to a group of potential applicants, especially those who are talented. Many organizations focus on improving their human resource reputation to attract human talents. The reputation of human resources is based on impression generated by applicants through the image that the organization reflects as an employment authority that can be positive, neutral or negative. It is important that organizations deal with applicants as if they are clients to reflect their respect for their employees as well, and they must identify competitors' employers, analyze their situations as much as possible and focus on organizational characteristics that interest particular candidates (Cadin & Pigeyre, 1999).

Training and Development
Developing and improving strategy of talents' base, which is based on training talented people through a range of tasks that depends on assessing abilities and potentials of talents' base members, and then look for deficiencies in ijbm.ccsenet.org International Journal of Business and Management Vol. 15, No. 7; the talents' matrix elements, after that developing a training program to cover these shortcomings as well as up raising training results. Davis et al. (2007, p. 267) reports that there are two types of development for individuals, namely, first, developing knowledge, which means providing employee with technical and professional skills in order to perform a certain and specific role. Here the idea is to prepare individual for the role that he will be responsible for in the future. This is before promoting him or assigning more responsibilities for him, so we can avoid the loss of confidence that may occur because of an employee's promotion while he is disqualified or unprepared for the new role that he will occupy. It must be emphasized that the degree of diversity of individuals working within business organizations is an important factor for developing individuals' capabilities, potentials and enriching ideas (Stevens, 2010) within organizations.
Secondly, developing personal skills, namely developing characteristics, qualities and skills that talented employee will be require them during his professional life such as focusing skills, working under pressure, communication, innovation, creativity and others. Thus, here stems the query whether this type of characteristics and skills is inherent qualities in the person or that it can be developed through training. Our opinion is that each person has many inherent qualities in his personality or has been developed, and here it can be said that these qualities can be developed and reinforced by training, provided they are available in individual's personality where they can not be created from nothing.

Talent Retention
In order for organizations to be successful, they need to invest more in retaining talented employees because not retaining talented employees, leads to higher talents' turnover that is detrimental to the organization's productivity, as well as leads to financial costs to re-attract talents. The most important elements, which are considered as are tools that help organizations to retain talents are: competitive compensation package, organizational culture supporting talents, professional and personal growth opportunities, challenging work, balance between life and work (Armstrong, 2006).

Succession Planning
Business organizations focus in their upgrading and developmental programs on developing leadership skills as an important and main tool in retaining talents. The critical element in development leadership skills is planning for job progression, which focuses on identifying and developing talents for important leadership positions and on its importance in retaining talents in many times. This happens as a belief that organizations lacking progression planning for the jobs are more at risk of leakage and loss of talents (Cohn et al., 2005).

Counterproductive Work Behaviors
Authors and researchers hold opposing views about the concept of counterproductive work behaviors, where they used many terms to indicate these behaviors. (Robinson and Bennett, 1995) identified the counterproductive work behaviors through the term of workplace deviation, which indicates to a voluntary behavior that violates main regulations structures and it threatens the welfare of the organization and its members. Giacalone and Greenberg (1997) report these behaviors through the term anti-social behavior, which is defined as a behavior that brings damage or aims to harm the organization and its employees or organizational stakeholders, including aggression, discrimination, theft, dealing violently, vandalism, harassment, lying and revenge. Vardi and Wiener (1996) called these behaviors organizational misconduct, which means intentional action by organization's members that violates basic organizational structures or societal regulations. (Spector & Fox, 2002) dealt with counterproductive work behaviors as the behaviors that harm organization either directly by negatively affecting its functions or properties, or by harming its employees in a way that reduces their effectiveness. Barney et al. (2003) state that these behaviors are voluntary organizational behaviors that affect on job performance. (Penney & Spector, 2005) defined them as behaviors that harm the organization and its members, including sabotage, verbal abuse, reducing efforts, lying, refusal to cooperate, and physical attacks. In addition, (Kelloway et al., 2010) defined counterproductive work behaviors as a form of protest by organization's members to express their resentment and dissatisfaction within the organization, in an attempt to resolve injustice that falls upon them.
Liu Zhen and XU Meixin, (2012) stated that the organization has the potential to achieve significant performance from work if it is interested in discovering counterproductive work behaviors and treating them, but they are a good source of profit.
(Retail Research, 2010) pointed out that almost all large and small organizations exposed to potential damages by counterproductive work behaviors. For example, employee theft may account for approximately 35% of The study includes four independent variables (talent attraction, training and development ,talent retention, succession planning) as these independent variables measured the talent management. While the dependent variables of the good Counterproductive Work Behaviors include five dimensions as well (sabotage, withdrawal, deviation in production, theft, bribery). It is an empirical study which used a descriptive and analytical approaches. The researcher designed one questionnaire instrument for industrial companies. The questionnaire was designed to collect and analyze the data to get the information needed in this study for empirical purposes.

Research Population and Sample
The research population in this research is all managerial staffs working in industrial public sharing companies in Jordan. Based on Securities Depository Center of Jordan ( 58) companies exist and targeting the research. The population size about 160 managerial staff work in the companies. Regarding to Sekaran table (Sekaran, 2010) the representatives sample shouldn't be less than 108. The researcher distributed 160 questionnaires for the population, the returned and valid to analyze questionnaires were 115 respondents the sample size. The researcher depended on purposive samples for distributing the question questionnaire.  2000). To measure the questionnaire's statements for clarity and providing a coherent study questionnaire, a macro review to all the study constructs was performed by academic reviewers from Jordanian universities specialized in business management and marketing management.

Reliability
Reliability is the degree to which a test consistently measures whatever it is measuring and the reliability coefficient indicates the consistency of the score produced (Gay and Airasian, 2000). Reliability of the scale is that an instrument provides similar results every time it is administrated to the same sample at different times.
The reliability analysis applied to the level of Cronbach Alpha (α) is the criteria of internal consistency which was at a minimum acceptable level (Cronbach's Alpha ≥ 0.70) suggested by (Sekaran & Bougie 2013). Table (1) shows the reliability of the independent and dependent variables (Cronbach's Alpha).

Variance Inflation Factor (VIF)
The variance inflation factor (VIF) quantifies the extent of correlation between one predictor and the other predictors in a model. It is used for diagnosing multicollinearity. Higher values signify that it is difficult to impossible to assess accurately the contribution of predictors to a model.
According to Hair, Ringle, and Sarstedt (2011) VIF 5 or higher, it indicates a potential issue with multicollinearity problem. Therefore, in this study, there is no multicollinearity problem because there the value of VIF is below than 5. See (Table 2).

Hypotheses Testing
The linear regression procedure examines the impact of a set of independent variables on the dependent variable. In these study hypotheses testing is based on Multiples linear regression.
H 1 : There is No statistically significant impact of talent management practices on Counterproductive Work Behaviors in industrial companies in Jordan at the significance level (α ≤ 0.05).
Multiple linear regression was used to test t main hypothesis at the significance level (α ≤ 0.05).  Table 3 shows the study dependent variable (Counterproductive work Behaviors) and the set of the independent variables (talent attraction, training and development, talent retention, succession planning), are significant because F significant was (0.000) which is less than (0.05) and the calculated F value is (412.864), which is more than F value table (2.42), therefore, we accept the hypothesis which states that: There is statistically significant impact of talent management practices on Counterproductive Work Behaviors in industrial companies in Jordan at the significance level (α ≤ 0.05).
The relationship between the dependent and independent variables is strong and positive. It is more than (0.5) (Cohen, 1988), R= 0.905. Also, the R 2 = 0.819, which means that the independent variables contribution impact the dependent variable in a percentage of 81.9%.
Since the values of the calculated t values of the variables (talent attraction 5.350, training and development 3.061 ,talent retention 8. 218, succession planning 4.089), are more than the t value table (1.96), it means that there is statically significant impact on the dependent variables.
H 1.1 : There is no statistically significant impact of the practices of talent management on sabotage in industrial companies in Jordan at the significance level (α ≤ 0.05).  Table 4 shows the study dependent variable (Sabotage) and the set of the independent variables (talent attraction, training and development ,talent retention, succession planning), are significant because F significant was (0.000) which is less than (0.05) and the calculated F value is (341.504), which is more than F value table (2.42), therefore, we accept the hypothesis which states that: There is statistically significant impact of talent management practices on Sabotage in industrial companies in Jordan at the significance level (α ≤ 0.05).
The relationship between the dependent and independent variables is strong and positive. It is more than (0.5) (Cohen, 1988), R= 0.912. Also, the R 2 = 0.832, which means that the independent variables contribution impact the dependent variable in a percentage of 83.2%.
Since the values of the calculated t values of the variables (talent attraction 4.252, training and development 3.922, talent retention 7.845, succession planning 5.321), are more than the t value table (1.96), it means that there is statically significant impact on the dependent variables.
H 1.2 : There is no statistically significant impact of the practices of talent management on withdrawal in industrial companies in Jordan at the significance level (α ≤ 0.05).  Table 5 shows the study dependent variable (withdrawal) and the set of the independent variables (talent attraction, training and development ,talent retention, succession planning), are significant because F significant was (0.000) which is less than (0.05) and the calculated F value is (288.577), which is more than F value table (2.42), therefore, we accept the hypothesis which states that: There is statistically significant impact of talent management practices on withdrawal in industrial companies in Jordan at the significance level (α ≤ 0.05).
The relationship between the dependent and independent variables is strong and positive. It is more than (0.5) (Cohen, 1988), R= 0.892. Also, the R 2 = 0.795, which means that the independent variables contribution impact the dependent variable in a percentage of 79.5%.
Since the values of the calculated t values of the variables (talent attraction 4.209, training and development 3.019, talent retention 5.325, succession planning 2.587), are more than the t value table (1.96), it means that there is statically significant impact on the dependent variables. H 1.3 : There is no statistically significant impact of the practices of talent management on Deviation in production in industrial companies in Jordan at the significance level (α ≤ 0.05).  Table 6 shows the study dependent variable (Deviation in production) and the set of the independent variables (talent attraction, training and development ,talent retention, succession planning), are significant because F significant was (0.000) which is less than (0.05) and the calculated F value is (217.653), which is more than F value table (2.42), therefore, we accept the hypothesis which states that: There is statistically significant impact of talent management practices on Deviation in production in industrial companies in Jordan at the significance level (α ≤ 0.05). The relationship between the dependent and independent variables is strong and positive. It is more than (0.5) (Cohen, 1988), R= 0.838. Also, the R 2 = 0.702, which means that the independent variables contribution impact the dependent variable in a percentage of 70.2%.
Since the values of the calculated t values of the variables (talent attraction 4.416, training and development 3.560, talent retention 6.840, succession planning 3.325), are more than the t value   Table 7 shows the study dependent variable (Theft) and the set of the independent variables (talent attraction, training and development ,talent retention, succession planning), are significant because F significant was (0.000) which is less than (0.05) and the calculated F value is (74.184), which is more than F value table (2.42), therefore, we accept the hypothesis which states that: There is statistically significant impact of talent management practices on Theft in industrial companies in Jordan at the significance level (α ≤ 0.05).
The relationship between the dependent and independent variables is strong and positive. It is more than (0.5) (Cohen, 1988), R= 0.872 Also, the R 2 = 0.757, which means that the independent variables contribution impact the dependent variable in a percentage of 75.7%.
Since   Table 8 shows the study dependent variable (Bribery) and the set of the independent variables (talent attraction, training and development, talent retention, succession planning), are significant because F significant was (0.000) which is less than (0.05) and the calculated F value is (185.692), which is more than F value table (2.42), therefore, we accept the hypothesis which states that: There is statistically significant impact of talent management practices on Bribery in industrial companies in Jordan at the significance level (α ≤ 0.05).
The relationship between the dependent and independent variables is strong and positive. It is more than (0.5) (Cohen, 1988), R= 0.891 Also, the R 2 = 0.794, which means that the independent variables contribution impact the dependent variable in a percentage of 79.4%.
Since the values of the calculated t values of the variables (talent attraction 2.963, training and development 2.213 ,talent retention 3.424, succession planning 3.836), are more than the t value table (1.96), it means that there is statically significant impact on the dependent variables.

Results of Study
-There is statistical significant impact for talent management on counterproductive work behavior in industrial companies in Jordan. In addition the talent management has explained counterproductive work behavior about (81.9%). Also the talent management has strong relation with counterproductive work behavior.
-There is statistical significant impact for talent management on sabotage is among counterproductive work behavior dimensions in industrial companies in Jordan. In addition the talent management has explained sabotage about (83.2%). Also the talent management has strong relation with sabotage.
-There is statistical significant impact for talent management on withdrawal is among counterproductive work behavior dimensions in industrial companies in Jordan. In addition the talent management has explained withdrawal about (79.5%). Also the talent management has strong relation with withdrawal.
-There is statistical significant impact for talent management on Deviation in production is among counterproductive work behavior dimensions in industrial companies in Jordan. In addition the talent ijbm.ccsenet.org International Journal of Business and Management Vol. 15, No. 7; management has explained Deviation in production about (70.2%). Also the talent management has strong relation with Deviation in production.
-There is statistical significant impact for talent management on Theft is among counterproductive work behavior dimensions in industrial companies in Jordan. In addition the talent management has explained Theft about (75.7%). Also the talent management has strong relation with Theft.
-There is statistical significant impact for talent management on Bribery is among counterproductive work behavior dimensions in industrial companies in Jordan. In addition the talent management has explained Theft about (79.4%). Also the talent management has strong relation with Bribery.

Conclusions and Recommendations
This research deals with two topics that are important and recent topics in the field of organizational behavior in general and the science of human resources management in particular, talent management and counterproductive work behaviors .The study sought to demonstrate the impact of talent management practices (attract talent, talent retention, talent development and career succession) on counter productive work behaviors(sabotage, withdrawal, Deviation in production, Theft, Bribery ) and The results showed that there is an effect (inverse relationship) of the aforementioned talent management practices on the counter productive work behaviors in the Industrial companies in Jordan. Therefore, the researchers hope that the results of this research will help officials in industrial companies to counter productive work behaviors and work to address and identify the most important talent management practices that work to reduce counter productive work behaviors. A number of recommendations can be suggested through the findings: first of all Talent management practices should be improved at all managerial levels and better linking talent management activities to the strategic objectives of the organization. And Work on the fairness of the performance appraisal according to transparent and objective bases and in order to contribute to the development of the career path of employees and work as well to increase the degree of employee participation in decision-making processes. Finally, It is also necessary to focus on developing a culture of organization that supports talent and thereby enhance organizational commitment and thereby reduce counter productivity work behaviors.