Talent management strategy and talent retention
169520535
The Influence of Compensation Management Strategy on Talent Retention: Exploring the Mediating Role of Structural Capital
Background: Retention of the employees is recognized as one of the significant problems of the present business world. The retention phenomena are observed to be impacted by the compensation practices employed by the firm. Objective: Based on this, the study aims to assess the compensation management strategies among Jordan commercial banks using structural capital approach. Methods: The study employed a quantitative design for assessing the employee retention. For this, data collection has been done using a survey based on a questionnaire. Results: The study has found a significant and positive impact of work life balance, satisfaction, and benefits on structural capital and talent retention. Moreover, the study failed to report a significant impact of salary on opportunity and job nature. Conclusion: The structure of the compensation management in the banking sector must encourage a new design for improving its impact intensity.
International Business Research
Azzam A Abou-Moghli
211771422
A critical exploration of talent management strategy and practice within Pakistani banking organisations
Talent management (TM) has been defined as a systematic and strategic approach to the management, development and retention of human resources. Talent management proposes that people represent a source of competitive advantage for organisations. However, talent management is relatively a new concept in the field of Human Resource Management (HRM) both as an academic discipline and in practice. As a result, it lacks a definite conceptual foundation in the academic literature which hampers understanding of talent management and its implications. Talent management thus presents a topical and challenging area of enquiry. Moreover, although talent management as a concept and as a set of management practice is established within Western organisations, it is a new and under researched area within developing economies. Accordingly, the overall aim of this research was to investigate talent management strategy both conceptually and practically within the unique context of a developing economy. This research has focused on the banking sector in Pakistan which is seen as a key driver of macroeconomic development and key to the wider development and sustainability of the economy. Following increased foreign investment in Pakistan, a substantial number of multinational corporations (MNCs) are contributing to the economic and business advancement and development of the country, and MNCs are implementing dramatic changes in HRM policies and practices within Pakistani organisations. Notwithstanding, the implementation of HRM policies and practices in MNCs, there is continuing evidence that contextual factors remain major obstacles to the adoption of strategic HRM policy and practice in Pakistani organisations both public and private. This picture is reflected in the Pakistani banking industry. Talent management is an emerging concept in the West but under developed in Pakistan, hence the current research was timely, appropriate and relevant. This empirical research was based on case study research within Pakistani banks and contributes to knowledge and understanding in four significant ways. Firstly, understanding of HRM policy and practice within a developing economy addressed a gap in the literature on the specific topic of talent management. Second, the research contributed methodologically through novel adoption of a mixed method approach. Existing research in the area of HRM in Pakistan tended to focus on survey and quantitative data whereas this research incorporated a qualitative aspect. Third, this research contributed conceptually to the holistic understanding of talent management with special reference to the banking sector of Pakistan. It explored the applicability of Western models of people management within the unique context of developing economy and identified contextual factors affecting talent management within Pakistani banks. Lastly, this research contributed practically to policymaking and the development of effective talent management strategies for Pakistani organisations.
Imdad Ali Jokhio
214548040
Influence of Human Resource Capability in Relating Talent Management Strategy and Competitive Advantage
Organisations aim at providing best quality at the lowest cost. It is beneficial to identify values and work preferences generation Y in order to employ, develop, retain and prepare them for future leadership. Talent Management strategies that enhance retention of the required talents enables the organisation gain a competitive advantage. The study sought to understand if leveraging on Generation Y's talents puts the organisation in a better competitive position. The research objective was to determine whether introduction of the mediating variable of human resource capability had any effect on the relationship between talent management strategies for generation Y and the commercial bank's competitive advantage. The target population of the study comprised of 43 Commercial Banks in Kenya and the given unit of observation was 6 departments in each bank namely: human resources, finance, marketing, credit, treasury and Audit. The findings of the study revealed that Talent Management Strategies alone contributed a fairly good extent to competitive advantage of banks at 55.3% (R2=.553) An inclusion of a mediating variable, HR Capability presented a percentage level of 39.8% (R2=.398) Further tested whether the mediating variable had any effect on the relationship between the independent variables and the dependent variable. Multiple regression models were used to predict the relationship which proved to be true with a positive percentage of 55.8% (R2=0.558) an increase in the value of R2 by 0.005. This indicates that the mediating variable has a statistically significant effect on the relationship between talent management strategies and the competitive advantage, hence concluding that HR Capability derived from application of talent management strategies has a partial mediating effect on the relationship between talent management strategies for generation Y and competitive advantage of commercial banks in Kenya. Thus, the study notes that the strength of the relationship between talent management strategies for generation Y depends on the level of HR Capability arising from the strategies.
Angelica Gatiiria Gitonga
168238551
Employee Perception On Talent Management Strategy And Staff Retention At Deloitte Kenya
xii CHAPTER ONE INTRODUCTION 1 1.1Background of the Study 1 1.1.1 Talent Management Strategy 3 1.1.2 Staff Retention 4 1.1.3 Deloitte Touche, Kenya 6 1.2 Research Problem 7 1.3 Research Objective 8 1.4 Value of the Study 9 CHAPTER TWO LITERATURE REVIEW 10 2.
Freda K Muchena
115555752
EMPLOYEES PERCEPTION TOWARDS TALENT MANAGEMENT STRATEGY AND STAFF RETENTION AT DELOITTE TOUCHE, KENYA
Purpose The purpose of the study was to find out the perceptions of employees towards talent management strategy and staff retention at Deloitte Touche, Kenya. Methodology This study has adopted the form of a descriptive survey design. The population that was targeted for the study was the 400 employees that work in Deloitte Kenya offices. Therefore the sample size was 80 employees who were at the offices of Deloitte Kenya, who were selected using stratified random sampling which was done using R software. The study made use of primary data that was collected through the use of a questionnaire. Descriptive statistics which include mean and frequencies have been used for the purpose of performing data analysis. The mean scores have been used to rate the factors in order of their importance. After data collection which was carried out through the use of questionnaires, this data was prepared for purposes of analysis by having it edited, sorting out any blank responses that were noted, coding these responses, categorizing it as well as keying it into the statistical package for social sciences (SPSS) software so as to be able to analyse it. Results The study found thatremuneration, training and career development; organizational culture, reward and recognition all have a significant and positive association with staff retention. Unique contribution to theory, practice and policy The study recommends that both benefits and salaries of employees should be commensurate according to the efforts. In addition the bonus pay to employees should be structured in a manner to motivate employees. This will help in improving employee retention.
Freda Muchena Mitambo Bitange Ndemo
146032690
P 284 Using the charityworks graduate scheme as part of a talent management strategy
Background High performing organisations are more than twice as likely as low performing organisations (69% and 31% to have programmes for the attraction, development, management and retention of talent aligned to organisational strategy (Project Management Institute, 2013) There is evidence of correlation between talent management and organisational success in nursing (Taie, 2015) and the NHS Leadership Academy acknowledges that competition for skilled staff in a more global, mobile, multi generational, diverse workforce means that talent management is a driver for success in healthcare (NHS Leadership Academy, 2014) Charityworks offer a one year fixed term graduate scheme that hospices can use to develop their non clinical talent. Aim To offer two Charityworks Graduate placements aimed at: Providing opportunities for new initiatives to be supported in key departments Providing a stepping stone for future careers Ensuring a pipeline of new talent. Methods The hospice developed two job descriptions (Marketing Officer and Executive Assistant) for Charityworks who recruited, selected and recommended graduates for the roles. Charityworks provide training, conferences, mentoring, peer coaching, networking and research opportunities throughout the year. The hospice will evaluate using stakeholder interviews and Charityworks will publish a qualitative evaluation based on graduate and placement supervisor surveys; results from its five hospice sector partners can be analysed. Findings The hospice gained two promising team members in Marketing and Communications and Community Engagement, easing resource demands and supporting project development. The graduates gained access to a competitive sector, challenging roles and professional development opportunities. One graduate will be hired to a new role after their placement and the hospice would use Charityworks again. Conclusion The Charityworks Graduate Scheme provides an opportunity for hospices to recruit from a targeted pool of candidates, offers graduates access to meaningful roles and development opportunities that hospices may not have the resource to provide internally, and can contribute to a robust talent management strategy.
Megan Andrews Elisa Kallakivi Sam Cain
153353263
Talent management strategy of employee engagement in Indian ITES employees: key to retention
Purpose With talent management becoming an area of growing concern in the literature, the purpose of this paper is to investigate talent management and its relationship to levels of employee engagement using a mixed method research design.Design/methodology/approach The first phase was a survey on a sample of 272 BPO/ITES employees, using Gallup q12 or Gallup Workplace Audit. Focus group interview discussion was based on reasons for attrition and the unique problems of employee engagement. In the second phase, one of the BPO organizations from the phase I sample was chosen at random and exit interview data was analyzed using factor analysis and content analysis.Findings The results were in the expected direction and fulfilled the research aims of the current study. In the first phase low factor loadings indicated low engagement scores at the beginning of the career and at completion of 16 months with the organization. High factor loadings at intermediate stages of employment were indicative of high
Jyotsna Bhatnagar
54030964
Generation Y Talent Management Strategy and Competitive Advantage: Case of Commercial Banks in Kenya
Almost every organizational activity brings about a competitive world thus, making a paradigm shift inevitable. It therefore calls for the function of human resource in the organization to understand the category of that shift in order to implement meaningful change. Organizations need to identify the impact of values and work preferences of the young generation of workers in order to employ, develop, retain and prepare staff for future leadership. This study examined the relationship between talent management strategies for Generation Y which included Human Resource Planning, Human Resource Procurement, Human Resource Retention and Human Resource Development and the competitive advantage of commercial banks in Kenya. The study tested four hypotheses that related to independent and dependent variables and a cross sectional descriptive survey design was employed. The target population was a census of all the 43 Commercial Banks in Kenya as indicated in Central Bank's Annual Report of December 2014 and the unit of observation was six (6) departments in each bank. A sample of 258 respondents was drawn and data was obtained through a semi structured questionnaire that was self administered through a drop and pick later method. The data collected was analyzed using both descriptive and inferential statistics with multiple linear regression analysis to test the hypotheses. With the analysis of the data collected on all the variables and the testing of hypotheses, the study revealed that Talent Management Strategies of HR Planning, HR Procurement, HR Development and HR Retention contributed to a fairly good extent (Mean 3.8) so as to contribute to competitive advantage of Commercial Banks in Kenya with a percentage level of 56.3% (R2 .563) The results of the hypotheses found that there exists a statistically significant, but negative relationship between HR planning strategies and competitive advantage (b= 0.323, p 0.05) However, there was a strong positive and statistically significant relationship between HR retention strategies and competitive advantage (b=.599, p<0.05) There was also a positive statistically significant relationship between HR procurement strategies (b=.322, p<0.05).The study suggested that Commercial Banks in Kenya should consider Talent Management Strategies for Generation Y when making organizational policies. They should also embrace best HR practices that contribute to the management of human capital in order for them to realize a competitive advantage.
Angelica Gatiiria Gitonga James M Kilika Eliud E O Obere
149474731
Talent Management and Employee Retention: An Integrative Research Framework
The differential value created by talented employees and their contribution to organizations in the hypercompetitive and complex global economy has made talent management a strategic priority for organizations. Talent management has been advocated as an important strategy to retain talented employees, but academic studies exploring their relationship are limited. Building on the Resource Based View (RBV) theory and Social Exchange Theory (SET) the present article studies the relationship between talent management and employee retention. In addition, a conceptual model explaining the role of talent perception congruence and organizational justice in the relationship between talent management and employee retention is developed by incorporating the Perceived Organizational Justice Theory and Congruence Theory in talent management context. This article may assist in setting the direction for future research in the area of talent management and help managers understand the significant roles of talent perception congruence and organizational justice in determining the talent management outcomes.
Anoopa Narayanan S Rajithakumar Manoj Menon
212976141
The Impact of Talent management on Employee retention in Somali
In the current business scenario, talent management is known as a popular retention strategy for talented employees. talent management is relatively a new concept in Somali both in public and private sectors, as many organizations have not yet embrace the content of talent management and face critical challenges in retaining talented employees. therefore, after an extensive literature review, this paper will discuss the impact of talent management and its influential factors to retain talented employees in Somali banking sector. The aim of this study is to review the effectiveness of talent management in the retention of employees in Somali banking sector and to establish a gap for further research
Kamal Abdi Yousuf Qianfan Yan