Volume 3, Issue 4, April – 2018 International Journal of Innovative Science and Research Technology

ISSN No:-2456-2165

The Influence of Talent Management and Self Efficacy

Against the Employee Competencies and Performance
Distributor of Heavy Equipment in South Sulawesi
Fatmasari
Makassar Dipanegara Stimik
Siti Haerani
Promoter Faculty of Economics Hasanuddin University
Nurdjannah Hamid
Co Promoter Faculty of Economics Hasanuddin University
Ria Mardiana Yusuf
Co Promoter Faculty of Economics Hasanuddin University

Abstract:- This study aims to analyze and describe the in the Office of a certain situation, then the competency
direct and indirect influence of talent management and self required by each position within the Organization will be
efficacy on performance through competency. This different.
research is an explanatory research, as many as 198
Competence according to Spencer and Spencer
employees of heavy equipment companies. This method of
(1993) is as the basic characteristics that are owned by an
analysys uses is Structural Equation Modelling (SEM).
individual that is associated causally in fulfilling the necessary
The results shows that talent management influence
criteria in occupying an Office. While that distinguish superior
positive and significant to the performance of employees,
performance from someone is the competency criterion
either directly or directly throught competence. Self
(differentiating competencies), which is usually closely related
efficacy have a significant positive effect on performance,
to the type of competence that is attached to the quality of
either directly or indirectly through competence and
one's self.
competence have significant positive effect to employee
performance. Differentiating competencies very determined by
talent or talent brought in by someone. Talent is believed to be
Keywords:- Talent Management, Self Efficacy, Competence
the main factors that can accelerate mastery of competencies.
And Employee Performance.
The talent here is defined as a natural human characteristic of
being an accelerator of mastery of a skill and become a trigger
I. INTRODUCTION for excellence performance. Someone could have an
outstanding performance and superior competence in a
Competition industry nowadays are getting tight,
particular field if he is mememiliki talent in accordance with
therefore, have employees with the required competencies
their fields.
have become a necessity nowadays for a company. In the
absence of competence, then a job will not be done properly. Various studies on the role of development talent
with competency work desired by management companies,
Basically, a better competence within employees will
such as finding Sita and Pinapati (2013) revealed that
improve the performance of the company, which then is
competence is affected by the talent management, research has
expected to boost the competitiveness of firms in an industry.
shown an overview of competence as a concept, practice, and
So too with the competence of employees in the heavy
applications against the management competencies. Further
equipment industry. This becomes very important because
study of Sharma and Bhatnagar (2009) also pointed out that
heavy equipment industry is one of the industries that have an
the management of talents helps to develop the competence of
important role in national development. Heavy equipment
the organization. Other studies by Iwan and Asr (2016) shows
industry is supporting the activities of other businesses, such
that the company has been able to align talent management
as in the sectors of mining, processing, forest land,
with business strategy, creating value, and developing a
infrastructure development, as well as plantations and farms.
mindset.
Moreover, the Government is being a focus for equitable
development throughout the region, particularly the outermost Talent management is one of the human resources
regions of Indonesia. management strategy that seeks to seoptimal may associate
between the performance of companies with employee talent
Competent employees means employees who have
development process through search, pemikatan, selection,
the ability to execute tasks or work in accordance with the
training, development, maintenance, promotion, and transfer
position that he carried. Because of the characteristics of a job
of employees in order to be linked to the main business of the

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Volume 3, Issue 4, April – 2018 International Journal of Innovative Science and Research Technology
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company. Paradigms are contained behind talent management facts about the concept of talent that is used in the
is a company competing in the individual level to get the management of the Organization
strengthening of productivity. If we succeed in getting
individuals who on average better than other competitors, then Talent Management Is A Process Of Three Related
we will get companies that will be better in performance. Human Resource Management Processes. First, To Develop
And Strengthen The New Employees In The First Company
The chances of successful employee in his work is (Onboarding). Second, Maintain And Develop The Existing
not only determined by the competence, but also by the self Employees In The Enterprises. Third, Attracting As Many As
confidence (self efficacy). Because of the combination of Mungkn Employees Who Have The Competence,
competence and self efficacy was the main Predictor for the Commitment And Character Work In The Company.
emergence of a proper work behavior. Self confidence (self (Simalango, 2009)
efficacy) of the high will direct the employee to set goals that
high, so it triggers an increase in effort and concentration of B. Groves (2007) suggests that talent management is
power to produce high performance. generally associated with training regarding development
Baron and Byrne (2000) suggests that self efficacy is strategies, identify talent gaps, succession planning, as well as
individual assessment against the abilities or competencies to recruit, select, educate, motivate, and maintain employee who
perform the task, achieve a goal, and produce something. has the talent through a variety of initiatives. Companies that
Individuals who have high self efficacy would devote all its use talent management as one of the human resources
attention and efforts to achieve the objectives that have been management strategy of trying to seoptimal may associate the
determined. search process, pemikatan, selection, training, development,
maintenance, promotion, and transfer of employees in order to
Self efficacy was able to encourage its employees to be linked to the main business of the company.
show work engagement and also (eventually) proactive
behaviour because of self efficacy encourages someone to do a C. Self Efficacy
series of effective action to change the environment. In this
case, self efficacy acts as a mechanism of self motivation The concept of Self-efficacy refers to the perception
(self-motivating mechanism) where someone who looked at of the ability of individuals to organize and implement actions
the high competencies will create a goal for himself and to display certain skills (Bandura, 2006). Baron and Byrne
compelled to put out the effort and persistence in overcoming (2000) suggests that self-efficacy is individual assessment
obstacles-obstacles (Bandura, 2006). In another point of view against the abilities or competencies to perform a task, achieve
where self-efficacy are considered as private resources a goal, and produce something.
(personal resources); someone who has a personal resource
levels high (1) increasingly respect itself, (2) have BANDURA (2006) explains that the self-efficacy of
expectations over the goal of self-concordance is high, (3) the individual is based on four things: the experience will be a
increasingly compelled intrinsically to pursue its objectives, success, the experience of the other individual, verbal
and (4) trigger performance and higher satisfaction. In other persuasion and physiological circumstances.
words, employees who feel important, powerful, and
enthusiastic towards their job will show good performance. D. Competence
Boyatzis (1982) in the Yuniarsih and Suwatno (2008)
Viewed phenomena above, so this research is suggests that the competency of officers in the field of a
directed to analyze and describe: the influence of talent particular job based on the characteristics of the employee.
management and self efficacy against employee performance (such as motive, attitude/character, skill as well as aspects
through competence. related to the role of social science or knowledge) that produce
effective or superior performance in the work.
II. STUDY OF THEORY AND HYPOTHESIS Next Guion (1991) suggested that the competence of
the basic characterizes the people and shows how these people
A. Talent Management
behave or think, concluded various situations and persist for
The Term Talent Means People Who Have
some period of time. Marshall (1996) mendefenisikan that was
Capabilities And Superior Performance So Worthy Of
a feature of one's basic competence that allows them to
Occupying A Particular Position Was Organized. Goffe &
generate superior performance in a job, role or situation
Jones, 2007 Suggested That A Person (Employee) Who Has
(Yuniarsih and Suwatno, 2008).
Ideas, Extensive Knowledge And Expertise So As To Provide
Potential To Grow In Unfavorable Conditions.
The competencies are grouped according to Mathis
Moczydlowska (2012) suggests that the form of the and Jackson (2001) in Yuniarsih and Suwatno (2008) consists
top science and practical action. In the context of talent, where of knowledge, skills (skill) and abilities (abilities).
creativity has to be its essence. This happens because a lot of

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E. Employee Performance G. Relationships Talent Management with Competence
Performance is the embodiment of the results of the
work done. The performance was used as the basis of Groves (2007) suggests that talent management is
assessment can be an important power to influence the generally associated with training regarding development
behavior of employees. strategies, identify talent gaps, succession planning, as well as
recruit, select, educate, motivate, and maintain employee who
Robbins (2007) suggests that the performance is a
has the talent through a variety of initiatives. Companies that
result achieved by workers in his work according to certain
use talent management as one of the human resources
criteria that apply for a given job.
management strategy of trying to seoptimal may associate the
search process, pemikatan, selection, training, development,
Basically the performance assessment is the assessment of the
maintenance, promotion, and transfer of employees in order to
behaviour in doing roles in organizations described that the
be linked to the main business of the company.
main purpose of performance appraisal is to motivate your
employees in achieving the objectives and standards in
Competence is affected by the talent management, this is
organisi behavior and produce the desired action of the
reinforced by the findings of Sita and Pinapati (2013) are
organization. Employee performance will be achieved if
doing research on some of the information technology
supported by the attributes of the individual, work and support
organization in India that uses competency management as a
the efforts of the company.
tool to manage talent. Although this study focused on the IT
organization, some studies have shown a broad overview of
According to (Walker, 1992), the performance is determined
competence as a concept, practice, application, results and
by the efforts and abilities of the individual employees
issues against the management competencies.
themselves as well as how complete a job objectively.
Therefore, the employees as an asset of the company is
Study of Sharma and Bhatnagar (2009) also shows that talent
expected by management is the mental attitude of employees
has been helping organizations recruit talent in the best of the
who had a motive to high achievers, how the quality and
best at the Organization's competency by developing
quantity of work, can not reliably crafts work, attitude toward
pharmaceutical organization. Further findings Iwan S and Asr
companies as well as fellow employees that is reflected in the
RF (2016) shows that the company has been able to streamline
ability to cultivate good cooperation.
their talent management strategy with business strategy,
creating assessments, develop a talent mindset, but the
Mathis and Jackson (2006) also rnenguraikan several factors
approach has not been breed of competence done in a
used in measuring the performance of employees, i.e. the
structured and tends to be partial.
quantity of work, quality of work, attendance, punctuality and
the ability to cooperate
H. Relationship Self efficacy with Employee Performance
Self efficacy was able to encourage its employees to show
F. the relationship of employee Performance with Talent
work engagement and also (eventually) proactive behaviour
Management
because of self efficacy encourages someone to do a series of
Capelli, (2009) argues that talent management is effective action to change the environment. In this case, self
concerned with finding the right people with the right skills to efficacy acts as a mechanism of self motivation (self-
the right position. Good company is a company vision, motivating mechanism) where someone who looked at the
mission and corporate values that have been set previously by high competencies will create a goal for himself and
a number of talented employees who work together and work compelled to put out the effort and persistence in overcoming
together. (Pella & Afifah, 2011). obstacles-obstacles (Bandura, 2006). Self-efficacy are
considered as private resources (personal resources); someone
The performance of the employees affected by the who has a personal resource levels high (1) increasingly
talent management, reinforced by the findings of the (Maya & respect itself, (2) have expectations over the goal of self-
Thamilselvan, 2013) shows a significant relationship concordance is high, (3) increasingly compelled intrinsically
management talent and employee performance and efficiency to pursue its objectives, and (4) trigger performance and
of the organization. The findings of the AbdulQuddus (2015) higher satisfaction. In other words, employees who feel
that shows that there is a positive relationship between important, powerful, and enthusiastic towards their job will
variables on employee engagement talent management, show good performance.
retention, the added value in improving organizational
performance. Findings (Mensah, 2014) shows the result that This is confirmed by research Jacob Cherian & (2013)
there is a positive relationship between employee performance and methods of Anova show that employee performance is
and talent management and output management talents positively influenced by the overall self-efficacy. This also
mediate the relationship between employee performance and proves that the behavior of professional organizations
talent management. practicing skeptics usually affected a significant number of the
trust. Second, the complexity of the task and the locus of

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Volume 3, Issue 4, April – 2018 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
performance found no relationship between self-efficacy and the purpose of explanation (explanatory or confirmatory)
performance in the workplace. Further studies (Olido, et.al, where these studies collect data from the phenomenon of
2015) shows that there is a connection there is a positive resources man in the heavy equipment industry, then measure
relationship between self efficacy and performance of the relationship between the causal variable.
employees.
Populations and Samples
I. Relationship Self efficacy with Competence The population in this study are all employees in the
Self efficacy is the belief that one's about competence or industry heavy equipment located in South Sulawesi that is as
owned their effectiveness in certain areas (Woolfolk, 2008). much as 394 people. So the number of samples taken as many
Further Bandura (2006) States that self efficacy is the belief of as 198 employees (Slovin (Umar, 2004). Sampling done in
a person about his ability to govern and decide on specific proportionate random sampling among the existing
actions needed to obtain certain results. population. Technique of data analysis using Structural
Equation Modeling analysis using Partial Least Square.
Competence reinforced by self efficacy that has been
trained. These findings are confirmed by empirical studies
Golnaz (1996) which shows the existence of a relationship
between self efficacy and competence. Later Chao findings
supported by W T, et.al(2014) that conduct research on nurses
in Taiwan. The results showed that the nurse competencies,
career self-efficacy were significantly positively correlated
each other. Career self-efficacy of nursing and medical
personnel can help to improve the competence of nurses in
improving the quality of medical care in Taiwan. Further
study of Olido, et.al (2015); Malliari, et.al (2011) indicates
also there is a positive relationship between selft efficacy and
competence and performance of employees.

Based on the empirical facts, then the hypothesis is Fig 1:- Model Research
proposed as follows:
IV. RESULTS AND DISCUSSION
H1a: Talent Management significantly influential on
performance of employees Data processing techniques with SEM method using
Partial Least Square-based (PLS) require two stages to assess
H1B: influential Talent Management significantly to the Fit of the Model is a model research (Ghozali, 2006). The
competence stages are as follows:

H1c: Talent Management significantly influential on A. Data Quality Testing

performance of employees through competence 1. Assess the Outer Model or Measurement Model
there is at least 2 criteria in the use of data analysis techniques
H2A: Self Efficacy significantly influential on performance of with SmartPLS for assessing Convergent Validity model
employees. namely outer and Composite Reliability. Convergent validity
of measurement models with reflexive indicators assessed
H2b: Self Efficacy effect significantly to competence based on the correlation between the item score/component
score that is being estimated with Software PLS. individual
H2C: Self Efficacy significantly influential on performance of reflexive Size is said to be high if correlated over 0.70 with
employees through competence invalid constructs being measured. However, according to
Chin, 1998 (in Ghozali, 2006) to study the early stages of
H3: Competence significantly influential on performance of developing a scale of measurement value loading 0.5 to 0.6 is
employees. considered quite adequate. In this research will be used in the
limit of loading factor of 0.50.
III. RESEARCH METHODS
The value of the outer model or invalid constructs
This research included a survey of this type of with the correlation between the variables at the beginning do
research i.e. research which took samples and a population and not meet convergen validity because there are still indicators
use the questionnaire as a data collection tool staple. Therefore that have a value of loading factor under 0.50. Modification of
in this study unit of analysis is the employees in a company the model is done by removing the indicators which have a
distributor of heavy equipment in South Sulawesi is used for value of loading factor under 0.50. On the model modification

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Volume 3, Issue 4, April – 2018 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
indicated that all loading factor has a value above 0.50, so that convergent validity. This shows that the latent variables
invalid constructs for all of the variables already no one is already represent indicators in bloknya.
eliminated from the model. The value of the composite reliability for latent
variables X 1 of 0.752 > reliability standard of 0.6. The value
of the composite reliability for latent variable X 2 of 0.738 >
reliability standard of 0.6. The value of the composite
reliability for latent variable Y1 of 0.790 > reliability standard
of 0.6. The value of the composite reliability for latent
variable Y2 of 0.830 > reliability standard of 0.6. This has the
meaning of the internal consistency of the latent variable
measurement is above the value of the standard.

B. Structural Model Test (Inner models)

Testing inner structural model or models do to look at
the relationship between significance and value of invalid
constructs an R-square of model research. The structural
Fig 2:- The Construction Diagram Modeling Results PLS Path model is evaluated by using the R-square for the dependent t-
After Modified test invalid constructs as well as the significance of the
structural parameters of line coefficients.
Figure 2 shows that all the indicators are declared Valid with a
value of loading factor above 0.5, the value of the variable
above all Compositing Realibility 0.7

1. Evaluate the Reliability and Average Variance Extracted

(AVE) the criteria of reliability can be seen from a reliability
value invalid constructs and the value of the Average Variance
Extracted (AVE) from each invalid constructs. Invalid
constructs are said to have high reliability if its value was 0.60
and AVE are at a value of 0.50. In table 1 will be presented
the value Composite Reliability and AVE for all variables.

Composite Average Variance

Variabel
Reliability Extracted (AVE)
Talent
management 0,752 0,604 Fig 3:-The Results of the Inner Model
Self efficacy 0,738 0,487 In assessing the models with PLS begins by looking
Competence 0,790 0,654 at the R-square for each dependent latent variable. Table 2 is
Employee the R-square estimation by using SmartPLS.
performance 0,830 0,497
Tabel 1. Composite Reliability dan Average Variance Variabel R-Square
Extracted
Talent management
Source: Data processed, 2017 Self efficacy
The value of the latent variable to AVE X 1 of 0.604, Competence 0,251
meaning that the latent variables X 1 already meet the
requirements of convergent validity. This has the sense that Employee performance 0,323
the latent variables already represent indicators in bloknya. Tabel 2. Nilai R-Square
The value of the latent variable to AVE X 2 of 0.487 (0.5) is
equal to 0.5, meaning that the latent variable X 2 is already Sumber : Data diolah, 2017
meet the requirements of convergent validity. The value of the Table 2 shows the value of the variable R-square for
latent variable Y1 for the AVE of 0.654 (0.5) is equal to 0.5, the performance of the employees acquired for 0.323. These
meaning that the latent variable Y1 already meets the results showed that 32.3% variable employee performance can
requirements of convergent validity. The value of the latent be affected by variable talent management, Self efficacy,
variable to AVE Y2 of 0.497 (0.5) is equal to 0.5, meaning competence, while 67.7% influenced by variables other than
that the latent variable Y2 already meets the requirements of the ones examined. The value of R-square for the variable
competence acquired for 0.251. This result shows that 25.1%

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variable competence is affected by the variable talent  H1B: Talent Management effect significantly to
management and self efficacy, while 74.9% influenced by competence.
variables other than the ones examined. Hypothesis 1b which States that the
influential talent management significantly to performance
 Hypothesis Testing proven. It can be seen from the results of testing of hypothesis
H1a: Talent Management significantly influential on 1 suggests that employee performance with talent management
performance of employees Hypothesis 1a to the effect that the shows the value of 0.185 line coefficient with a value t of
influential talent management significantly to performance 2.632. The greater value from the t-table (1.5807).
proven. It can be seen from the results of testing of hypothesis
1 suggests that employee performance with talent management The direct contribution of variable talent
shows the value of the coefficient of 0.368 line with value t of management competency against the relatively small but
5.355. The greater value from the t-table (1.5807). significant influence, so the talent management is a good
predictor for competence. These findings indicate that in
The direct contribution of variable talent management certain degrees variable can predict talent management
on performance is relatively small but significant influence, so competence. The empirical basis mean especially in heavy
the talent management is a good predictor for the performance equipment company in South Sulawesi, the competence of the
of employees on the company's heavy equipment in South employees turned out to be affected by the talent management.
Sulawesi. These findings indicate that the variable is talent
management is able to predict the performance variables. The These results are in line with previous research
empirical basis mean especially in heavy equipment company findings about the relationship between talent management by
in South Sulawesi, the performance of the employees affected competence performed by Sita and Pinapati (2013) revealed
by the talent management. that competence is affected by the talent management. Sharma
and Bhatnagar (2009) also pointed out that the management of
In line with these findings, the empirical study of the talents helps to develop the competence of the organization.
relationship of performance with talent management done by The findings of the Iwan and Asr (2016) talent management
Maya & Thamilselvan (2013); Chadee, et. Al (2013); create a competence.
AbdulQuddus (2015) shows that the performance of the
employees affected by the talent management. Mwangi, et.al Talent management is the third phase in the evolution
(2014) shows that organizations are pursuing high of the HR function, after personnel department and strategic
performance and improve results through talent management HR (Josh sneezes, 2017). In this phase the emphasis of
practices. Mary et.al (2015) and Mensah (2014) also supports competence become important starting from the recruitment
this research results indicating that the existence of a strong process. This is an early career talent process will enter a
link between employee performance and talent management in company. By performing this step, the company will get the
organizations. talent-talent.

The findings of the AbdulQuddus (2015) also suggests  H2A: Self Efficacy significantly influential on
that there is a positive relationship between the variables of performance of employees.
management talent in improving organizational performance. Hypothesis 2a States that self efficacy effect
Mwangi, et.al(2014) posited that the Organization continues to significantly to performance proven. It can be seen from the
pursue high performance and improving results through the results of hypothesis testing 3 shows that the self efficacy with
practice of TM, using a holistic approach to talent employee performance indicates the value of path coefficient
management, from interesting and choose wisely, to maintain with a value of t 0.306 3.508. The greater value from the t-
and developing leaders, to put the employee in his position. table (1.5807).

In the context of the implementation of talent The direct contribution of the variable Self efficacy
management to improve the company's performance in the against the performance of relatively large and significant
heavy equipment that is in the province of South Sulawesi is influence, so the Self efficacy is a good predictor for the
already well underway. The results of this research reinforces performance of employees on the company's heavy equipment
theories Venkateswaran (2012) stating that ideally the talents in South Sulawesi. These findings indicate that the variable
management should be run simultaneously with four other Self efficacy can predict performance variables. The empirical
important strategy that became the basic needs and be a boon basis mean especially in heavy equipment company in South
for the company, namely talent management as a strategy for Sulawesi, performance is affected by Self efficacy.
managing a series of planning, strategies to support corporate
strategy, the strategy for developing employees and strategies In line with these findings, previous research on the
for retaining employees. relationship of Self efficacy with the performance done by
Cherian and Jacob (2013) shows that employee performance is
influenced by the Self efficacy, means there is a relationship

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Volume 3, Issue 4, April – 2018 International Journal of Innovative Science and Research Technology
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between Self efficacy and performance. Et.al, this Olido  H3: Competence significantly influential on performance
(2015) which showed a positive relationship between Self of employees
efficacy and performance of employees. Self effificacy and Hypothesis 3 stating that the competence of
competence is a predictor of employee performance. influential significantly to performance proven. It can be seen
Consiglio, et.al (2015) and the development of Self efficacy from the results of hypothesis testing 3 shows that competence
will bring positive changes in the perception of employees and with the performance of the employee demonstrates the value
more on work engagement. Et.al, this Olido (2015) indicates of path coefficient with a value t 0.171 of 2.159. The greater
also there is a positive relationship between selft efficacy and value from the t-table (1.5807).
competence and performance of employees.
These findings indicate that the variable competence
Self efficacy according to Kreitner and Kinicki can predict performance variables. Moreover this fact shows
(2003) is someone's beliefs about the chances to achieve a that the performance in the context of this research caused by
specific task. Individual Self high efficacy would have competence. The empirical basis mean especially in heavy
achieved a better performance because the individual has a equipment company in South Sulawesi, the performance
strong motivation, goals are clear, stable emotions and its turned out to be affected by the employee's competence.
ability to deliver the performance of the activities or behavior
with success. Good performance of an employee will make In line with these findings, previous research about
self efficacy are becoming increasingly high (Sapariyah, 2011) the relationship of competence with the performance done by
June and Mahmood (2011) shows that significant relationships
 H2b: Self Efficacy effect significantly to competence between competencies with employee achievements. Zaim, et.
Hypothesis 2b stating that self efficacy effect Al (2013) shows that there is a positive relationship between
significantly to proven competencies. It can be seen from the competence and performance of employees in the service
results of testing a hypothesis 4 suggests that the self efficacy industry in Turkey. These results are inconsistent with
with competence shows the value of the coefficient of 0.411 research conducted by Sri R (2014) that found that
line with value t of 5.618. The greater value from the t-table competence does not affect on performance.
(1.5807).
In the context of the application of the competency to
The direct contribution of the variable Self efficacy improve performance on heavy equipment company that is in
against competence of relatively large and significant the province of South Sulawesi is already well underway.
influence, so the Self efficacy is a good predictor for Competence is a key factor in deciding for someone in
competence on a heavy equipment company in South producing an excellent performance. As well as give the cue,
Sulawesi. These findings indicate that the variable Self that organization is well managed and fundamentally will
efficacy can predict the variable competence. result in effective management behavior. So that it can
identify competence-competence whatever it takes on all the
In line with these findings, previous research on the work within the Organization as well as the competence-
relationship of Self efficacy with competence performed by competence in certain works, the most important is the next
Golnaz (1996) which shows the existence of a relationship stage of competence identify with the accurate level of
between Self efficacy and competence. Chao W T, et.al competence which is owned by its employees or prospective
(2014); who is doing research on nurses in Taiwan with the employees.
findings indicated that Self efficacy, competence and
commitment of mutual positive correlated significantly. Et.al, Competence can also be used as a criterion to
this Olido (2015); Malliari, et.al (2011) indicates also there is determine the placement of the employee. Employees who are
a positive relationship between selft efficacy and competence placed on specific tasks will know what competencies are
and performance of employees. required, as well as the path that must be taken to achieve it by
evaluating the competence-competence corresponding to
In the context of the application of Self efficacy for benchmark performance assessment. So the system
improving competence in heavy equipment company that is in management of the human resources (HR) more generally,
the province of South Sulawesi is already well underway. Self employees can be developed to enhance the knowledge, skills,
efficacy are a reflection of the beliefs of a person against the expertise, level of competence and performance. The
capabilities to perform the task. A person with high Self importance of competence in improving employee
efficacy levels, usually would judge himself has the ability performance had a very strong relationship, this improved
and competence of the more so she sure can perform the task performance depends on the competence of which is owned by
in the conditions, circumstances, or problems that occur. In one individual. The competence of human resources such as
contrast, a person with high Self efficacy is low, will assess knowledge and ability of the primary capital for employees to
themselves have less ability and competence, so that the level achieve the goals and expectations of employee goals
of his conviction for the completed task is also low. dikehandaki.

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Heavy equipment company in South Sulawesi are always with the search process, pemikatan, training, development,
working to improve the competence of employees skilled in promotion, and transfer of employees in order for the
heavy equipment by organizing various training courses or associated with the main business of the company. Talent
competency-based training in accordance with their respective management contains the paradigm that companies compete
areas of work. For example the training of heavy equipment on the level of the individual. When you successfully get the
on the optimization of mining industry, whose goal in order to individuals who are on average better than other players, then
provide the fundamental technologies and renewable we will get companies that will be better than the other
knowledge on heavy equipment, providing skills to assess players.
needs in the process of pertambagan production operations
and provide best practice the use of heavy equipment. Competency-based Human Resources development and talents
Technician Training Development Program for the can help your organization or company has managers who can
development of skills and competencies as well as improved carry out his leadership with the right and will have employees
quality of service to customers and other training and other who know what should be done for the success of
training. organization/company. Adjustment of competence depends
also from vision the mission and culture of the
Hypothesis Testing H1c. The mediation effect of organization/company.
competence (Y1) on talent management (X 1) against the
performance of employees (Y2). Hypothesis Testing H2c. The mediation effect of
competence (Y1) on self efficacy (X 2) against the
Talent management path coefficient values against performance of employees (Y2).
the competency of 0.185 and significant, employee
performance against competencies of 0.171, and significantly, Path coefficient value self efficacy against the
then the influence of talent management on performance of competency of 0.411, competence and significant employee
0.368 and significant. The pemerikasaan results provide on performance of 0.171 and significant, then the influence of
evidence that the value of the coefficient of indirect influence self efficacy on performance of 0.306 and significant. The
line (competence) in explaining the influence of talent results of the inspection provide evidence that the value of the
management on performance of employees of 0.032 = 0.185 x coefficient of indirect influence line (competence) in
0.171 and demonstrate a significant influence with a value of t explaining the influence of self efficacy on performance of
of 6.707 > 1.5807. employees = 0.070 x 0.171 0.411 and showed significant
effects with the value t of 5.298 > 1.5807.
The contribution of indirect variables on performance
through talent management competence is relatively small but These findings indicate that the variable Self efficacy
significant influence, so the talent management and can predict performance variables when mediated by
competence is a good predictor for the performance of competence. Moreover this fact shows that the performance of
employees on the company's heavy equipment in South the employees in the context of this research caused by Self
Sulawesi. These findings indicate that the variable is talent efficacy and competence. The empirical basis mean especially
management is able to predict the performance variables when in heavy equipment company in South Sulawesi, performance
mediated by competence. Moreover this fact shows that the is affected by Self efficacy and competence.
performance of the employees in the context of this research
due to talent management and competence. In the context of the application of Self efficacy for
improving performance through competency on heavy
In the context of the implementation of talent equipment company that is in the province of South Sulawesi
management to improve performance through competency on is already well underway. Self efficacy is a trust that arises
heavy equipment company that is in the province of South because it has the self-assurance which have capability in
Sulawesi is already well underway. Talent/talent and carrying out a work, so that it was able to acquire a complete
competence are the two things that are very important in the success. Beliefs related to the encouragement or motivation of
company. the employee to be more confident and have confidence in
their own abilities. Self-efficacy is needed within the
Talent Management becomes very important to be employees, by increasing the ability of a given task in doing
implemented so that the company can compete with other so companies running optimally and employee satisfaction
companies in the global business environment and a highly will increase. Because of this, then the role of self-efficacy is
competitive business environment and to fill positions that indispensable to be able to make employee is able to work
play an important role in an attempt to improve the properly.
performance of the company. (Kehinde (2012).
Competence is a key factor in deciding for someone
Companies on the development of management talent must in producing an excellent performance. As well as give the
wear as one HR management strategies that optimally linked cue, that organization is well managed and fundamentally will

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Volume 3, Issue 4, April – 2018 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
result in effective management behavior. So that it can should constantly increase self efficacy employees through
identify competence-competence whatever it takes on all the education, training and career development.
work within the Organization as well as the competence-
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