Influence of Workplace management initiatives on talent engagement in the Nigerian pharmaceutical industry

Background: Talent engagement is increasingly gaining the attention of pharmaceutical industry, particularly in developing nations like Nigeria. The existing literature shows that the subject of workplace management initiatives and talent engagement in the Nigerian pharmaceutical industry has not been sufficiently researched. This study investigates the influence of workplace management initiatives on talent engagement in some selected pharmaceutical companies in Nigeria. Methods: In total, 600 respondents were surveyed across various departments and units of ten selected pharmaceutical companies in Nigeria using multiple sampling techniques. Only 429 copies of the questionnaire, representing a 71.5% response rate, were returned and analyzed using Smart PLS 3.0. Results: The outcomes of the statistical analysis show that recognition, employees’ wellbeing, learning and development as well as diversity and inclusion had significant influence on talent, emotional, cognitive and behavioural engagements. Conclusions: In line with the statistical results, the study concludes that workplace management initiatives influenced talent engagement. The study emphasized the need for the review of many workplace management initiatives in order to determine its suitability within the context of pharmaceutical industry in Nigeria.


Introduction
Most organizations in the 21 st century experience stiff competitions that necessitates continuous changes currently observed in the global business environment.Organizations, particularly the pharmaceutical companies are now more concerned with fostering sustainable talent engagement initiatives (Ikon & Chika, 2017).Talent engagement is believed to be sustained through strategic management tactics that motivate and stimulate high and productive talent engagement (Falola et al., 2018a).In this regard, workplace management initiatives could play a more prominent role in driving talent engagement in the pharmaceutical industry.
It has been established in the literature that management initiatives drive employee engagement and high performance (Falola et al., 2018a;Ikon & Chika, 2017).Previous studies in this context identified various forms of management initiatives that drive work engagement.For instance, Oludayo et al. (2018) studied work-life balance and flexible work arrangements as management initiatives that can be adopted in the banking sector.Falola et al. (2020a) examined various forms of initiatives provided by the management of institutions of higher learning in driving job effectiveness such as research grants, conference support initiative, and pedagogy support among others.Falola et al. (2018a) also studied the influence of work engagement initiatives as predictors of academic staff behavioral outcomes in Nigeria Universities.Other researchers also studied diversity management initiatives, workplace stress management initiatives, emotional intelligence initiatives, and organizational energy initiatives among others (Aguwa et al., 2014;Ibidunni et al., 2019;Onyokoko et al., 2019;Oseni, 2017).Most of these studies were carried out mostly in institutions of higher learning, the banking industry, the fast moving consumer goods (FMCGs) manufacturing sector and the public health sector in Nigeria.This suggests that there is knowledge gap in the area of workplace management initiatives and talent engagement in Nigeria pharmaceutical industry.This current study investigates the influence of workplace management initiatives (recognition, wellbeing, learning and development as well as diversity and inclusion) on talent engagement (talent emotional engagement, talent cognitive engagement and talent behavioural engagement) in the pharmaceutical industry in Nigeria.Moreover, most existing empirical studies used correlation and regression for the analysis of the collected and coded data, however, the present study adopts Smart PLS 3.0 as the statistical tool for the analysis.This gap in the literature is given attention in this current study by looking at the influence of workplace management initiatives on talent engagement in the pharmaceutical industry in Nigeria with the following specific objectives.The specific objectives are to: i. investigate the influence of employee outstanding performance recognition on talent engagement; ii. examine the effect of employees' wellbeing on talent engagement; iii. determine the effect of learning and development initiatives on talent engagement and iv.investigate the influence of diversity and inclusion on talent engagement.
The insight offers by this study can potentially help the management of the pharmaceutical industry in Nigeria to improve on the workplace management initiatives that will enhance talent engagement in the industry.The findings of this study can be leveraged by management and other stakeholders in the industry for policy formulation and implementation that will enhance talent engagement.

Literature review
Employee recognition and talent engagement Recognition is the informal, timely or formal acknowledgement of an individual or team's effort.If efforts of employees are adequately recognised with appropriate performance incentives, employees' engagement will be enhanced (Falola et al., 2018b).Nazir & Islam (2017) classified employee recognition into four major types, these include personal recognition, result recognition, work practice recognition and job dedication recognition.Generally, everyone wants to be recognised.Masri & Elsuliman (2019) argued that the most important form of employee recognition is work practice recognition.Findings reveal that lack of work practice recognition is very risky because it contributes to workplace distress (Masri & Elsuliman, 2019;Nazir & Islam, 2017).

Amendments from Version 1
The following are some of the corrections made to the work as suggested by the reviewers.
1.The title was amended to "Influence of workplace management initiatives on talent engagement in the Nigerian pharmaceutical industry" 2. The four specific objectives that guide the study was highlighted in the background to the study as suggested by the reviewers 3. The literature review section was re-arranged based on the specific objectives.Meanwhile, some of the constructs, particularly, job engagement, work engagement and talent engagement were reconciled.
4. The methodology section was updated with the following inclusion: a.The research design b.Research philosophy c.Justification for using the best 10 pharmaceutical firms in Nigeria.
5. The inclusion and exclusion criteria section was also expunged.
6.The respondents' profile was moved from the methodology section to results section.

Practical implication section was also created as suggested by the reviewers
Any further responses from the reviewers can be found at the end of the article Recognizing employee's achievement sends a positive signal of being valued and cared for by the organizational management which engenders their dedication and engagement to organizational goals (Kahn, 1990).This is reflected in their acquisition of more knowledge and experiences (talent cognitive engagement), display of positive feelings and emotions towards their jobs, supervisors and colleagues (talent emotional engagement) and in physical actions put into jobs (talent behavioural engagement).Inegbenojie (2018) reiterated that employee recognition is a management tool used to achieve talent engagement in organizations.Workplace management initiatives such as recognition and employee wellbeing foster employees' engagement in the world of work.

Employee wellbeing and talent engagement
Wellbeing according to the World Health Organization ( 2020) is defined as the state of good physical health, mental, emotional, social and financial wellness.Wellbeing is the state of employee's state of happiness, self-actualization, life satisfaction and positive mood in the workplace.Studies have shown that if employees are healthy, satisfied and emotionally stable, they will be more productively engaged (Falola et al., 2018b;Bakker et al., 2014;Smith & Smith, 2019).Thus, for organizations to earn employee's engagement, their wellbeing must be prioritized.This can be done by putting in place initiatives in the areas of their financial, health, educational and financial wellness (Keeman et al., 2017).The financial wellness initiatives assist employees to manage their daily finances and achieve long-term financial goals.Organizations do offer financial counseling in the areas of budgeting, managing assets, building credit, reducing debt and saving for retirement to ensure employee financial wellness (Keeman et al., 2017).
Some organizations provide employees with access to earned wages based on demand to help them solve cash flow problems, especially for low-wage workers (Bennett et al., 2017).All these are some of the initiatives that motivate employees to be more engaged in the world of work.Educational wellness on the other hand is a management initiative to encourage employees to further their education through full or partial scholarships (Bennett et al., 2017).Organizations also help to improve employee's health status by conducting regular health screenings and tests to deal with preventable and chronic conditions (World Health Organization, 2020).
Studies have shown that employees with high level of health, financial and educational wellbeing put in positive thought and effort into their job responsibilities in the work place (Keeman et al., 2017;Saks, 2016). Learning

Research design
The study used a survey for data collection which was performed between November 2018 and January 2020.
The study adopted descriptive research design.The descriptive survey design approach focuses on the phenomenon of interest which is intended to provide reliable answers to questions about the measurement of variables.The choice of survey method was based on its time effectiveness as well as its general picture of respondents' opinions which enhances hypotheses testing.This helped the authors to investigate whether workplace management initiatives had any relationship with talent engagement in some selected pharmaceutical companies in Nigeria.This study adopted the positivism research philosophy.What informs the choice of positivism is based on the application of knowledge is based on natural phenomena, their properties and relationships.Positivism thus prefers quantitative approach rather than qualitative model in data collection with a view to establishing trends and patterns.To this end, the study used quantitative research approach.

Sample size and sampling procedures
There are 115 registered pharmaceutical companies in Nigeria out of which over 50% are located in Lagos State (Pharmapproach, 2018).The ten best rated pharmaceutical companies were selected in Lagos State Nigeria.Lagos State was chosen because of the high concentration of pharmaceutical companies in the state.In addition, all the ten selected companies manufacture their products locally.The selection of the ten pharmaceutical companies was based the year of establishment, the number of brands, growth and expansion, the total number of products manufactured, and the corporate image (Pharmapproach, 2018;PMG-Man, 2019).Also, it is believed that the best rated pharmaceutical companies must have been managing and retaining the talented employees over the years.The retention and engagement of the employees with distinctive talents must have culminated into the level of performance, scientific innovation and quality service delivery of the selected companies.The justification for the criteria used are presented as follows: i.The selected companies are credible indigenous pharmaceutical organizations that have distinguished themselves in the pharmaceutical industry and have been in existence for a minimum of 40 years with uninterrupted production.
ii.They produce a minimum of 100 branded pharmaceutical products to their names, ranging from tablets, caplets, oral liquid syrups and other consumables.
iii.They also produce a minimum of 1 billion tablets, 250 million capsules, 20 million powder sachets annually.
iv.They have a presence in all the geo-political zones in Nigeria where they either produce, market or distribute pharmaceutical products that meet international standards to government at all levels and private health care providers.
v. The criteria for determination of the corporate image include: (1) recognizable brand, (2) familiarization of people with the companies, (3) the level of partnership, and (4) perceived opinion of customers and employees of the selected companies.
The ten selected pharmaceutical companies have a total 3787 employees excluding casual, contract and lower level staff which represents the population of the study.Sample size was determined using Bartlett et al. (2001) table chart and the sample size accounted for 570 and was approximated to 600 to allow for unreturned copies of administered questionnaire at the margin of error of 0.05.Proportional affixation criterion (PAC) was used for the determination of the copies of questionnaire administered to each organization.Pharmaceutical companies sample in each stratum is proportional to the relative weight of the study population as depicted in Table 1.
Multiple samplings (purposive, stratified and simple random) techniques were used in this study.Purposive sampling was used because only the permanent employees at the middle, senior and executive management level cadres with a minimum of 2 years in their current organizations participated in the survey in order to get more accurate and reliable information.Also, stratified sampling was adopted because the population comprises different strata and all employees in each stratum were giving equal chance of been selected with the use of a simple random sampling method.The study used a structured questionnaire adapted from the existing literature to collect data from the respondents with the use of 5-point Likert scale.Copies of questionnaire were administered by the research staff with the help of three research assistants during working hours.

Measures and variables
To measure workplace management initiatives, the authors created a workplace management initiatives (WMI) scale by adapting the elements of Cannon (2015); Inegbenojie (2018) and Keeman et al. (2017) instruments.The researchers developed the measurement instruments into 12 items representing the four domains of (1) recognition, (2) employee wellbeing, (3) learning and development, and (4) diversity and inclusion.Each of the domain was measured with three items each on a 5 Likert scale of strongly agree (5), agree (4), indifference (3), disagree (2), and strongly disagree (1).Based on the response options categorization, the higher total scores on the scale indicate respondents' perception on the subject of workplace management initiatives The following are the examples of the items: "My organization takes time to publicly acknowledge my successes", "My organization provides incentives, bonuses and other rewards for outstanding performance", "I receive praise from my supervisor when I successfully reach performance goals or other targets", "My organization gives adequate attention to employees' wellbeing", "The welfare packages for employees are motivating", "My organization gives priority to safety of lives and property of the employees", "My organization provides conducive environment that encourages learning and development", "I have access to the learning and development I need to do my job well", "This is great company for me to make a contribution to my development", "Employees who are different from most others are treated fairly in my organization", "My organization is committed to diversity and inclusion", "In my organization, everyone has access to equal employment opportunities regardless of their differences".
To measure talent engagement, the authors adapted the elements of Nazir & Islam (2017) instruments in developing the items.The measurement instruments were developed into nine items representing the three domains of (1) cognitive engagement, (2) behavioural engagement, and (3) emotional engagement.Each of the domain was measured with three items each on a 5 Likert scale of strongly agree (5), agree (4), indifference (3), disagree (2), and strongly disagree (1).Based on the response options categorization, the higher total scores on the scale indicate respondents' perception on the subject of talent engagement.The examples the items are: "My job allows me to be creative in performing my responsibilities", "My organization encourages me to use my skills and capabilities in the work process", "I often think of ways and suggestions to improve my work", "I feel a sense of belonging and identify with my organization", I am proud to work in this organization", "I feel like staying in this organization", "I exert a lot of energy doing work", "I feel energized and empowered at work", "I stay at work till the job is finished".Face and content validity of the items were checked while internal consistency reliability testing was carried out through composite reliability, average variance extracted (AVE) estimate as well as Cronbach's Alpha.A copy of the questionnaire is provided as extended data (Falola et al., 2020b).

Ethical consideration
The principal investigator submitted an application for ethical approval of research proposals to the Business Management Research Ethics Committee on 9 th October 2018 for approval (Approval No: BMREC/18/21/102).Research team was given introduction letter that was presented to the selected organizations stating the purpose of the research.All the participants were adequately informed about the objective of this study.Only willing employees participated in the survey.All respondents were assured they would stay anonymous and assured that their responses will be treated with extreme confidentiality.It is equally imperative to note that verbal consent was gotten from the respondents of this research.The representatives of the selected pharmaceutical companies were consulted for research permission guidelines.Based on the information provided in principle, an application letter was written requesting permission to research their organizations with the objective of the study clearly stated.Also, the research ethics approval form was attached to the application letter.This type of research is categorised as exempt research that involves a survey with no or minimal risk i.e. level 1 research as presented in the Research Ethical Application Form.In social and management sciences, exempt research does not require signed consent from the participants rather implied consent is usually sufficient particularly in the spirit of anonymity and confidentiality.Through verbal consent, the researchers ensured that the respondents were well informed about the context and intent of this research and were kept abreast with the process and regime of participation.

Validity and reliability of the research instrument
The research instrument validity was determined through face and content validity by two distinguished professors in the field.Meanwhile factor loadings, compose reliability, average variance extracted (AVE) estimate as well as Cronbach Alpha were carried out to ascertain the reliability of the research instrument.
A pilot study was conducted to ascertain the validity and reliability of the research instrument.As recommended by Baker (1994) the sample size for pilot study should be at least 10% of the study population.The sample size of the main study was expected to be 600 using Bartlett et al. (2001) table chart.In total, 60 copies of questionnaire were administered to a pharmaceutical company in Ota.The pilot result shows that data was normally distributed and the scale reliabilities (factor loadings, compose reliability, average variance extracted (AVE) estimate as well as Cronbach's Alpha) were well above the benchmarks as recommended by Byrne (2001) and Tabachnick & Fidell (2007).The statistical outcomes are depicted in Table 2.

Statistical analysis
Statistical Package for Social Sciences (SPSS) software version 22 was used for the coding of the retrieved data while Smart PLS 3.0 was used for the analysis of the data that shows the degree of influence of workplace management initiatives on talent engagement in the pharmaceutical industry.The smart PLS displays the algorithm and bootstrapping models.Algorithm model is a structure of regressions in terms of weight vectors that helps to determine the path co-efficient, the r-square values and the significance values.The bootstrapping helps in determining the significance testing of coefficient and t-values.The default bootstrapping in Smart PLS is 500 subsamples which helps to facilitate significant results.This was enhanced by increasing bootstrapping value to 5000 as suggested by (Ramayah et al. (2018).Meanwhile, linear regression analysis can as well be used as alternative statistical tool for the analysis.Also, the processes and procedures required for the assumptions of credible research analysis were systematically and carefully checked to be sure that the data presented are sufficiently adequate and accurate as recommended by Kline (2005).The assumptions include, appropriate research design, reliabilities, data normality and linearity.In total, 429 copies of  (Falola et al., 2020b).
Figure 1 depicts PLS algorithm model of workplace management initiatives that drives talent engagement.The path depicts the degree of relationship between the observed variables.The R-square which determines the level of variance of talent engagement and workplace management initiatives.R-square could be substantial (>0.75), moderate (>0.50) or weak (>0.25.).
Figure 1 shows that the R 2 = 0.909 for workplace management initiatives.This implies that all the factor loading items of talent engagement weakly but significantly explain 90.9% of the variance in workplace management initiatives.In a related development, Figure 1 also indicates that talent engagement collectively explained 60.1% of the variability of talent engagement.This implies that the items of workplace management initiatives explain 60.1% of the variance in talent engagement.The β value which indicates the expected variance in talent engagement for a unit variation in the workplace management initiatives was used to test the significance of the formulated hypotheses.The greater the β value the more the substantial effect on workplace management initiatives.The significant effect of workplace management initiatives on talent engagement was verified through the T-statistical test.The path co-efficient of the observed variables are presented in Table 3 (Falola et al., 2020b).

Discussion
Further to the PLS statistical and empirical results presented in Table 3, it was observed that the structural path co-efficient of the measures of workplace management initiatives i.e recognition, employee wellbeing, learning and development and diversity and inclusion indicate significant relationship at 0.05.Similarly, the path co-efficient also revealed that employee outstanding performance recognition initiatives (R1) indirectly and significantly influenced talent engagement (β=0.463,T-value=4.427,P-value =0.000 <0.05).This implies that, if an employee outstanding performance recognition initiative is given priority by the management of pharmaceutical industry it will significantly enrich talent engagement.This finding corroborates Masri & El-suliman ( 2019) submission that recognition of employee outstanding performance through various performance incentives plays a significant role in the level of talent engagement.This suggests that for the pharmaceutical industry in Nigeria to enhance talent engagement, recognition of optimal and excellent performance should be given priority.This also supports the findings of (Inegbenojie, 2018) who noted that employee recognition of performance as a result of training provided enhances job engagement.
The path co-efficient value shows that employee wellbeing has an indirect significant influence on talent engagement (β=0.158,T-value=4.427,P-value =0.000 <0.05).This implies that employee wellbeing, if strengthened by the management of the pharmaceutical companies, will enhance talent engagement.This finding validates the submission of Keeman et al. (2017) and the World Health Organization (2020).The finding also corroborates the findings of Bennett et al. (2017) that if management are concerned about the of their workforce, it will naturally motivate employees to be emotionally and cognitively attached to the organization with a sense of job satisfaction.Saks (2016) noted that if employees are satisfied with their job, the level of their engagement will be enhanced.
Similarly, learning and development also have indirect significant influence on talent engagement (β=0.464,T-value=9.978,P-value =0.000 <0.05).This finding validates the submissions of (Adelere, 2017;Chiekezie et al., 2016;Siddiqui, 2019).They found out that learning and development will increase the level of talent engagement considerably.The implication of this is that if management of the pharmaceutical companies invest in the learning and development of employees, their level of exposure to the best practices in their various specialisation will be enhanced.As noted by Siddiqui (2019) well exposed employees are likely to be more productively engaged.
In a related development, it was also revealed from the path co-efficient that diversity and inclusion has an indirect significant influence on talent engagement (β=0.

The practical implication of the study
The study investigated the influence of workplace management initiatives on talent engagement in Nigerian pharmaceutical industry.Employees from reputable pharmaceutical firms formed the respondents'' base for the study.This study posits that dimensions of workplace management initiatives, especially recognition of exceptional job performance, employee wellbeing, learning and development as well as diversity and inclusion are significant to influence the level of engagement of employees with distinctive competencies in the pharmaceutical industry.
It is recommended that management of the pharmaceutical industry should invest in organisational supports through appropriate and timely welfare initiatives that will foster talent engagement.Moreover, management must understand their roles as professional leaders and influencers towards the employees in driving optimal talent engagement.The role of the of the pharmaceutical industry, especially with regards to ensuring workplace initiatives that will continuously create an enabling and conducive work environment that permit employees to stay abreast of best practices and get engaged with their job responsibilities is also strongly advised.All the stakeholders in the pharmaceutical industry are admonished to support initiatives that will encourage productive engagement of the employees.

Conclusion
Workplace management initiatives in driving talent engagement in Nigeria pharmaceutical industry cannot be overemphasised.Therefore, investing in workplace initiatives that drive talent engagement can be regarded as a strategic approach to promoting engagement.Recognition of excellent performance through performance incentives, employee wellbeing packages, relevant learning and development initiatives as well as diversity and inclusion are some of the workplace management initiatives that can be leveraged by the management of the pharmaceutical industry in Nigeria to enhance talent emotional, cognitive and behavioural engagement.

Limitations and suggestions for further studies
study covers only ten outstanding pharmaceutical companies in Lagos, Nigeria.This implies that the scope of the selected organization is not wide-ranged.Therefore, future studies may broaden the scope of the study to include other pharmaceutical companies in other major cities and zones in Nigeria.This study investigated the influence of workplace management initiatives on talent engagement.Only four constructs such as recognition, wellbeing, learning and development as well as diversity and inclusion were used for the measurement of workplace management initiatives, future study can add to the number of constructs an also introduce moderating variable that may help in strengthening relationships between workplace management initiatives and talent engagement.Future study can also look at the possibility of using mixed method as against the quantitative method used in this current study for a more elaborate finding.

Extended data
Figshare: SPSS DATA-WMI.sav.https://doi.org/10.6084/m9.figshare.12589571.v1(Falola et al., 2020b) This project contains the following extended data: - Reviewer Expertise: human resources, talent management, employee engagement I confirm that I have read this submission and believe that I have an appropriate level of expertise to confirm that it is of an acceptable scientific standard, however I have significant reservations, as outlined above.

Cecile Schultz
People Management Department, Tshwane University of Technology, Pretoria, Gauteng, South Africa An interesting and technically neat study was presented.Recent and relevant sources were used to discuss the variables of the study.

○
The gap in the literature study was clear.
○ Appropriate statistics were used to investigate the research objective.

○
Discussions were elaborative and supported by previous studies.

○
The authors must elaborate on the research philosophy(positivism perhaps?), research design (survey research design) and the research approach (quantitative).

○
The practical implications of the study must also be addressed.

Is the work clearly and accurately presented and does it cite the current literature? Yes
Is the study design appropriate and is the work technically sound?Yes

Are sufficient details of methods and analysis provided to allow replication by others? Yes
If applicable, is the statistical analysis and its interpretation appropriate?Yes Are all the source data underlying the results available to ensure full reproducibility?Yes

Introduction:
The specific objectives if need be stated should follow the main objective earlier stated.1.
I could not see the reason for the specific objectives.

2.
The use of different adjectives to capture the specific objectives has no meaning in the work done i.e.Investigate the influence of …, examine the effect…., determine the effect… 3.
Is using different analytical tools a gap?Are you saying the tool has never been used for a 4. similar study the past?

Literature review:
For flow in your discussion and alignment with your stated objectives, rearrange the discussion sub-head accordingly. 1.
Is job engagement the same as work engagement and employee engagement? 2.
Under "Talent wellbeing and job engagement" subhead, corrected to "Employee wellbeing and job engagement".

3.
"Employee recognition and talent engagement" subhead could be better captioned as "Employee performance and talent engagement".

4.
The last statement under "Talent wellbeing and job engagement" and "Employee performance and talent engagement" subheads look like your conclusion.I think should be expunged.

5.
The second paragraph under "Diversity/ inclusion and talent management" subhead is a mix-up. 1 st sentence looks like another conclusion.3 rd sentence could have been stated at the beginning of the subhead if necessary.4 th sentence is not necessary at all because that was what you were discussing.

Methods:
You need to streamline your methods to show every important aspect of it: study design, study area, study period, sample size, research instrument, data collection method, data analysis, and ethical approval. 1.
Your study design is not stated.

2.
Respondent Profile as stated should be presented in the Result.Hence the Section A of the Questionnaire which is sociodemographic characteristics of the respondents should be discussed in the research instrument.

3.
The last two statements in the sample size and sampling procedure should be part of your research instrument.Also the Pharmacists Council of Nigeria Register is the only official document that will give you an accurate number of manufacturing premises registered for that year.

4.
Why did you use the ten best-rated pharmaceutical companies only? 5.
Bullet iii under justification for criteria have two points merged.6.
Inclusion and exclusion criteria is a tautology.You have discussed it under sample size and sampling procedure.

7.
Measures and variables are Section B of your research instrument.Present it with Section A.

8.
The this statement "The organisation encourages me to use my skills and capabilities in the work process" is drafted makes it more of a workplace management initiative measure rather than talent engagement measurement.Also this statement "This is great company for me to make a contribution to my development" is more of a talent engagement measure.9.

Results:
Result of the sociodemographic characteristics as presented in the Respondent Profile should come here.

1.
Line 3; "affective" used for the first time here.Be consistent.I think you mean emotional.2.

Limitations:
Separate limitations and suggestions for further studies 1.

Is the work clearly and accurately presented and does it cite the current literature? Yes
Is the study design appropriate and is the work technically sound?Partly

Are sufficient details of methods and analysis provided to allow replication by others? Yes
If applicable, is the statistical analysis and its interpretation appropriate?Yes Are all the source data underlying the results available to ensure full reproducibility?Yes

Are the conclusions drawn adequately supported by the results? Yes
Competing Interests: No competing interests were disclosed.
Reviewer Expertise: Pharmacy administration, public health, health and pharmacy policy and regulation, pharmacy practice, health management I confirm that I have read this submission and believe that I have an appropriate level of expertise to confirm that it is of an acceptable scientific standard, however I have significant reservations, as outlined above.

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Figure 2 .
Figure 2. PLS Bootstrapping Model with β and T values of workplace management initiatives and talent engagement.PLS: partial least squares, β: beta value, T values: calculated differences represented in units of standard error, R: recognition, EW: employee wellbeing, LD: learning & development, DI: diversity & inclusion.

Figure 1 .
Figure 1.PLS algorithm model of workplace management initiatives and talent engagement.PLS: partial least squares, PLS Algorithm is used for formative scales.R: recognition, EW: employee wellbeing, LD: learning & development, DI: diversity & inclusion.

Figure 3 .
Figure 3. PLS Bootstrapping Model with β and P values of workplace management initiatives and talent engagement.PLS: partial least squares, β: beta value, P values: calculated probability, R: recognition, EW: employee wellbeing, LD: learning & development, DI: diversity & inclusion.

Table 2 . Confirmatory Factor Analysis.
and diversity and inclusion while affective engagement, behavioural engagement, cognitive were used to measure talent engagement.For the purpose of the interpretation of the analysis, R-Square i.e the coefficient of determination, structural path co-efficient (B value), T-statistic value, and P-values are critical indicators of Smart PLS used for the determination of the results as depicted in Figure1-Figure3

health and psychosocial considerations during the COVID-19 outbreak.
Geneva, Nations for Mental Health.2020.Reference Source engagement same as work engagement and employee engagement?The entire sequencing of the constructs in the literature review needs to be re-examined.Create subheadings and emphasize study design, study area, study period, sample size, research instrument, data collection method, and analysis of the data.You have not mentioned the study design in your paper.The profile of the respondent is also not stated.Sampling frame and sample size should be a part of the research design.Why were the best rated pharma companies chosen?Any rationale behind that?Results needs to be presented carefully.There is no mention of practical implications in your study.

the work clearly and accurately presented and does it cite the current literature? Partly Is the study design appropriate and is the work technically sound? Partly Are sufficient details of methods and analysis provided to allow replication by others? Yes If applicable, is the statistical analysis and its interpretation appropriate? Yes Are all the source data underlying the results available to ensure full reproducibility? Partly Are the conclusions drawn adequately supported by the results? Partly Competing Interests: No
competing interests were disclosed.