Hilmiana

The business success of pharmaceutical companies in achieving sales targets amid increasingly fierce market competition is highly dependent on the presence of a strong and efficient marketing team. This study aims to explore the impact of talent management on medical representatives’ performance in Indonesia, as well as to analyze the mediation role of employee ambidexterity and work engagement. This study used a quantitative approach involving 167 medical representatives as a sample. Data were collected through questionnaires distributed online and offline. The paper used structural equation modeling-partial least squares (SEM-PLS) for data analysis. The study’s results partially show that talent management, employee ambidexterity, and work engagement can significantly increase medical representatives’ performance (< 0.05). Furthermore, talent management significantly increases employee ambidexterity and work engagement (< 0.05). In addition, an indirect effect was found, where talent management can significantly improve medical representatives’ performance mediated by employee ambidexterity and work engagement (< 0.05). Employee ambidexterity can significantly increase medical representatives’ performance mediated by work engagement (< 0.05). These findings prove that talent management, employee ambidexterity, and work engagement are essential to improve medical representatives’ performance. In addition, these results also can develop more efficient marketing and human resource management strategies in the pharmaceutical industry in Indonesia.

With millennials comprising 79% of Indonesia’s regional development banks (BPDs) workforce, understanding factors affecting their work engagement is crucial for organizational performance. This study examines how personal resources (grit and self-efficacy) and transformational leadership influence job crafting and work engagement among millennial employees in BPDs. Using a cross-sectional design, 477 millennial employees (aged 25-35) from six BPDs in Java, Indonesia, were surveyed. Data analysis using partial least squares structural equation modeling revealed that self-efficacy had the strongest direct effect on both job crafting (β = 0.303, p < 0.001) and work engagement (β = 0.276, p < 0.001), followed by grit’s impact on job crafting (β = 0.244, p < 0.001) and work engagement (β = 0.181, p < 0.001). Job crafting significantly influenced work engagement (β = 0.285, p < 0.001) and partially mediated the relationships between personal resources and work engagement. While transformational leadership did not moderate the relationship between job crafting and work engagement (β = –0.010, p > 0.05), it showed significant direct effects on both variables (β = 0.257 and β = 0.344, respectively). These findings demonstrate the importance of developing employees’ personal resources and leadership capabilities to enhance work engagement in Indonesia’s banking sector.

Acknowledgment
Open access funding was provided by journal publishing cost assistance from Universitas Padjadjaran. Regional Development Banks Association (ASBANDA) in Indonesia and regional development banks in Java Island (Bank BJB, Bank Jatim, Bank DIY, Bank Jateng, Bank DKI, and Bank Banten) are acknowledged for their contributions.