IT talent retention
34070217
Relative Performance Evaluation in CEO Compensation: A Talent Retention Explanation
We examine the contractual terms that govern relative performance evaluation (RPE) in CEO compensation and compare them to their counterparts in the theoretical literature. We find limited support for theories predicting that RPE is used to filter out noise from performance measures and for tournament theories predicting that RPE is used to reward CEOs for outperforming their peers. We find stronger support for theories predicting that RPE is used to pay CEOs for their talent relative to peers. Based on the observed RPE terms, we introduce a new empirical test to detect RPE and find support to the pay for talent explanation.
David De Angelis Yaniv Grinstein
150896802
The effect of protean careers on talent retention: examining the relationship between protean career orientation, organizational commitment, job satisfaction and intention to quit for talented workers
Abstract To study the effect of protean careers on talent retention, operationalized as the intention to quit, this study explores two pathways between protean career orientation and intention to quit: a direct pathway, and an indirect pathway via organizational commitment and job satisfaction. The study draws upon a sample of 306 talented workers selected from 17 Spanish and Mexican multinational organizations. Protean orientation should be expected to be widespread among talented individuals which might represent a threat to those that seek to develop and retain highly valued employees. We found that highly protean talented individuals show higher organizational commitment and higher job satisfaction, but contrary to expectations do not show a higher intention to quit. The total effect of protean career orientation on intention to quit is shown to not be significant because the positive direct effects are neutralized by negative indirect effects. The results help complement current knowledge of protean careers and a better understanding of organizational attitudes in the protean career context will help practitioners to show the importance of avoiding stereotyping talented employees based on a protean orientation as they do not comprise an extra risk for the organization in terms of commitment and turnover intention.
The International Journal of Human Resource Management
Raquel Redondo Paul Sparrow Gabriela Hernandez-Lechuga
155971273
Factors influencing the retention of international IT talent: an empirical investigation in Singapore
In today's global war for corporate business talent, organisations have emphasised attraction methods. But retention of talent particularly in the competitive IT sector has not received much attention. The high turnover of talent is increasingly becoming a challenging issue for organisational management, especially for HR professionals. In this regard HRD strategies can play significant roles in helping organisations to win the talent war. Research in this area is scarce. This paper presents the results of an empirical study on the identification of major factors contributing to the retention of international IT talent in Singapore, one of the most vibrant economies of Asia where attraction and retention of IT talent has been an issue of high priority. Among the top five factors, opportunities for training and skills development and career development issues were identified. Implications of the findings are discussed for organisational policy decisions and for future research.
A Ahad M Osman-Gani Yongsun Paik
159141323
Towards a talent retention model: mapping the building blocks of the psychological contract to the three stages of the acquisition process
Abstract This paper addresses a gap in the research on talent retention within the context of cross border mergers and acquisitions (M&A) To answer our key research question: How can psychological contracts be shaped to retain talent in an M&A context? We break down the complexity of M&A by taking a process approach. Using a multiple case study methodology involving empirical data from five acquired subsidiaries, we study talent at an individual level in contrast to most studies which focus only on the organisational level. This paper extends our knowledge on the role of the building blocks of the psychological contract in talent retention post acquisition. Our study highlights the need to reframe HR due diligence within the building blocks of the psychological contract and highlights lessons for practice in this understudied area.
The International Journal of Human Resource Management
Denise Holland Hugh Scullion
213392566
Talent retention: a case study at Malaysian Palm Oil Board (MPOB) Wan Nur Syaza Dhaniyah Wan Mohd Khir Johari
This study is about talent retention in the Malaysian Palm Oil Board (MPOB) The aim of this study is to investigate the factors that contribute to talent retention at MPOB. The total of respondents is 220 from a different department at MPOB. The respondent was randomly selected from various races. The data was collected by using the quantitative method. There are four instruments in this study which are talent retention section that consist of 8 questions, leadership that consist of 7 questions, compensation section consists of 7 questions and job security section which consist 6 questions. The findings of this research showed that all the independent variables that were tested are significant. There is a relationship between job security, recognition, compensation, and leadership towards talent retention at MPOB. This research provides a guideline to improve and enhance talent retention for employers as it can strengthen talent retention in Malaysia.
Wan Mohd Khir Johari Wan Nur Syaza Dhaniyah
150345805
Talent management and employee engagement a meta analysis of their impact on talent retention
The purpose of this paper is to enhance the readers' understanding of the domain of talent management and employee engagement, and how the former culminates in the latter, specifically as a tool for retention of employees. The paper also attempts to probe and aid readers in understanding of the domain of talent management and employee engagement, specifically as a tool for retention of employees.,The paper is based on secondary research in the areas of talent management practices, employee engagement and talent retention. The authors have reviewed the existing body of work on these topics in order to arrive at an analysis of the practice of talent management and employee engagement and to successively measure its impact on the retention of employees. In order to aid the endeavor to bring some clarity to and explore the trends in talent management, the authors have based this paper on a systematic review of the existing literature which seeks to examine the modern thought process and evidence. Current examples are drawn from many leading companies and their practices are emphasized for better understanding. Various drivers responsible for engaging and retaining talent are studied by reviewing the existing literature. After analyzing the existing literature, the authors have arrived at talent retention and engagement practices that may aid and assist industry practitioners and policy makers in designing and implementing successful talent management initiatives. The authors have proposed a model for arriving at improved retention from talent management practices.,One of the most effective tools in ensuring that employees stay engaged and committed to their work is talent management. This sense of engagement or commitment toward their work ensures in turn that these employees stay with the organization in the long run. As the authors have begun analyzing the costs associated with recruitment, selection and the opportunity cost related to attrition, organizations have been concentrating their talent management efforts in the direction of retention. The paper concludes that a synchronization of talent management practices and employee engagement initiatives leads to improved talent retention and proposes a model to this end.,Owing to the fact that the paper is conceptual, the model and hypotheses the authors arrive at must be empirically tested by relevant stakeholders in the organization, specifically the stakeholders specializing in the area of talent management, in order to add further weight to the literature.,Derived from an extensive study of current and impending talent management strategies, the findings may aid organizations and policy makers to develop and refine talent management practices in order to engage human capital, with the ulterior aim of talent retention a concern that plagues most contemporary organizations.,Preempting or preventing attrition is a priority in several organizations, and more often, in some industries as a whole. The authors examine how talent management practices can contribute to the efforts in preempting or preventing attrition in organizations. Adding to the existing literature on talent management, the paper explores the areas of talent management which directly affect employee engagement and in turn make a difference in talent retention. This link connecting talent management practices with retention deserves a greater amount of investigation, which the paper explores.
Deepika Pandita S Ray
150060637
Employer branding and talent retention: perceptions of employees in higher education institutions in Uganda
The purpose of this paper is to examine, empirically the relationship between employer branding attributes of reward strategy, people orientedness and; leadership and development on talent retention in institutions of higher learning in Uganda.,In a cross sectional study, data were obtained form 218 respondents from two public universities. Confirmatory factor analysis (CFA) and structural equation modeling were employed to analyze the data.,The paper has two major findings: first, CFA maintained three dimensions of employer branding, namely; reward strategy, people orientedness and; leadership and development; and second, only reward strategy and people orientedness emerged as significant predictors of talent retention.,The results suggest that institutions of higher learning that embrace reward people orientedness strategies as measures for employer branding succeed in retaining their employees for longer.
Asuman Matongolo Francis Kasekende Samuel Mafabi
158544221
Effective talent retention approaches
This paper aims to review the talent management literature to identify ways in which organizations can practically and effectively improve talent retention.,This paper defines talent and talent retention and explains why retaining talent is so important and why talent leave. Then, it reviews existing literature from scholarly journals and practitioner reports and identifies and discusses means by which organizations can improve their talent retention. Finally, this paper outlines some important lessons that are relevant to all organizations when considering talent retention.,The review of the talent management literature identifies four ways that organizations can improve their talent retention: developing a solid organizational culture and strong values, providing applicable and dynamic training, fostering an engaging work environment, and offering clear and suitable career advancement opportunities.,The four practical ways to effectively improve talent retention discussed in this paper demonstrate that retaining talent requires more than just a competitive salary package. Talent want to work for and stay at an organization that has similar values, provides training opportunities, fosters engagement and offers career advancement.
Dana Ott Julia Louise Tolentino Snejina Michailova
52188871
Influence of talent retention strategy on employees' attitude to work: Analysis of survey data
In this data article, an analysis on the strategies for talent retention in Covenant University and the corresponding effects on employees' attitude to work was presented. The study population included the academic staff of Covenant University, which has a population of 530 employees, but a sample size was determined using Yamen's formula. The data obtained through survey questionnaires were analysed using Statistical Package for Social Sciences (SPSS) Linear regression was used to model the effect of talent retention strategy on employees' attitude to work. This information is made publicly available to aid empirical researches on the subject of talent management in organizations.
Data in brief
Olumuyiwa Akinrole Oludayo Comfort O Akanbi Bridget M Obot Segun I Popoola Aderemi Aaron-Anthony Atayero
149460022
Personal factors in talent retention in the South African banking industry
This study explored the influence of personal factors on job retention in a banking services sector setting. South African banking sector employees (n 262) participated in the study (age range 18 45 years; female 62% white 57% The participants were equally distributed in the different geographical locations (metropolitan areas 53% inland areas 47% The employees self reported on their personal factors (emotional intelligence and self esteem) and job retention factors. Regression analysis revealed personal factors as a composite variable to predict the talent retention factors of job characteristics, supervisor support, career opportunities, and work/life balance. Furthermore, the results indicated no significant differences in personal factors and retention factors by geographical location. The findings contribute new insights to the talent retention literature by presenting the importance of the personal attributes and demographical differences of employees.
Ingrid L Potgieter Annette M Snyman