Talent management and employee engagement – a meta-analysis of their impact on talent retention

2018 ◽  
Vol 50 (4) ◽  
pp. 185-199 ◽  
Author(s):  
Deepika Pandita ◽  
Sampurna Ray
Keyword(s):  
Employee Engagement ◽  
Management Practices ◽  
Meta Analysis ◽  
Management Strategies ◽  
Talent Management ◽  
Extensive Study ◽  
Policy Makers ◽  
Content Type ◽  
Long Run ◽  
Talent Retention

Purpose 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. Design/methodology/approach 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. Findings 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. Research limitations/implications 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. Practical implications 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. Originality/value 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.

How do MNCs translate corporate talent management strategies into their subsidiaries? Evidence from MNCs in Thailand

2020 ◽  
Vol 30 (4) ◽  
pp. 537-560
Author(s):  
Chaturong Napathorn
Keyword(s):  
Emerging Economies ◽  
Management Practices ◽  
Management Strategies ◽  
Talent Management ◽  
Emerging Economy ◽  
Future Research ◽  
Content Type ◽  
Developed Economies ◽  
Institutional Structures ◽  
Skill Shortages

Purpose This paper aims to contribute to the literature on global talent management by examining how multinational corporations (MNCs) from developed and emerging economies manage talented employees in other emerging economies. Specifically, it aims to understand why MNCs from developed economies are likely to face lower levels of challenge than MNCs from emerging economies when translating corporate-level talent management strategies to their subsidiaries located in emerging economies and how local contextual factors influence the translation processes. Design/methodology/approach This paper undertakes a matched-case comparison of two MNCs, one from a developed economy and the other from an emerging economy, that operate in the emerging economy of Thailand. Evidence was obtained from semi-structured interviews field visits and a review of archival documents and Web resources. Findings Based on the obtained evidence, this paper proposes that MNCs from developed economies tend to face challenges in terms of skill shortages, and these challenges affect their translation of talent management strategies to the subsidiary level. By contrast, MNCs from emerging economies tend to face challenges in terms of both skill shortages and the liability of origin (LOR) (i.e. weak employer branding) in the translation process. Both groups of MNCs are likely to develop talent management practices at the subsidiary level to address the challenge of successfully competing in the context of emerging economies. Research limitations/implications One limitation of this research is its methodology. Because this research is based on a matched-case comparison of an MNC from a developed economy and an MNC from an emerging economy, both of which operate in the emerging economy of Thailand, it does not claim generalizability to all MNCs and to other emerging economies. Rather, the results of this research should lead to further discussion of how MNCs from developed and emerging economies translate corporate-level talent management strategies into subsidiary-level practices to survive in other emerging economies. However, one important issue here is that there may be a tension between the use of expatriates and local top managers at MNCs’ subsidiaries located in other emerging economies as drivers for knowledge sourcing in that the importance of expatriates may diminish over time as the subsidiaries located in those economies age (Dahms, 2019). In this regard, future research in the area of global talent management should pay special attention to this issue. The other important issue here is that it is possible that the two case study MNCs are very different from one another because of their organizational development stage, history and current globalization stage. Thus, this issue may also influence the types of talent management strategies and practices that the two case study MNCs have developed in different countries. In particular, MNCs from emerging economies (ICBC) may not have developed their global HR strategies, as they have not yet operated globally as in the case of MNCs from developed economies (Citibank). This can be another important issue for future research. Additionally, both MNCs examined in this research operate in the banking industry. This study, therefore, omits MNCs that operate in other industries such as the automobile industry and the hotel and resort industry. Future researchers can explore how both groups of MNCs in other industries translate their talent management strategies into practices when they operate in other emerging economies. Moreover, this study focuses only on two primary contextual factors, the skill-shortage problem and LOR; future research can explore other local contextual factors, such as the national culture, and their impact on the translation of talent management strategies into practices. Furthermore, quantitative studies that use large sample sizes of both groups of MNCs across industries might be useful in deepening our understanding of talent management. Finally, a comparison of talent management strategies and practices between Japanese MNCs and European MNCs that operate in Thailand would also be interesting. Practical implications The HR professionals and managers of MNCs that operate in emerging economies or of companies that aim to internationalize their business to emerging economies must pay attention to local institutional structures, including national skill formation systems, to successfully implement talent management practices in emerging economies. Additionally, in the case of MNCs from emerging economies, HR professionals and managers must understand the concept of LOR and look for ways to alleviate this problem to ensure the success of talent management in both developed economies and other emerging economies. Social implications This paper provides policy implications for the government in Thailand and in other emerging economies where the skill-shortage problem is particularly severe. Specifically, these governments should pay attention to solving the problem of occupation-level skill shortages to alleviate the severe competition for talented candidates among firms in the labor market. Originality/value This paper contributes to the prior literature on talent management in several ways. First, this paper is among the first empirical, qualitative papers that aim to extend the literature on global talent management by focusing on how MNCs from different groups of countries (i.e. developed economies and emerging economies) manage talented employees in the emerging economy of Thailand. Second, this paper demonstrates that the institutional structures of emerging economies play an important role in shaping the talent management practices adopted by the subsidiaries of MNCs that operate in these countries. In this regard, comparative institutionalism theory helps explain the importance of recognizing institutional structures in emerging economies for the purpose of developing effective talent management practices. Finally, there is scarce research on talent management in the underresearched country of Thailand. This study should, therefore, assist managers who wish to implement corporate-to-subsidiary translation strategies in Thailand and other emerging economies.

scholarly journals AI redefining the hospitality industry

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Huub Ruel ◽  
Esther Njoku
Keyword(s):  
Customer Satisfaction ◽  
Service Quality ◽  
Employee Engagement ◽  
Hospitality Industry ◽  
Management Practices ◽  
Talent Management ◽  
Analytical Tool ◽  
Content Type ◽  
Hospitality And Tourism ◽  
Service Profit Chain

Purpose This paper aims to explore how artificial intelligence (AI) technologies have redefined the hospitality industry. It develops a theoretical framework to evaluate its impact on employee engagement, retention and productivity levels, stemming from its potential implications for service quality and customer satisfaction. Design/methodology/approach Based on the exploration of relevant literature, role theory and service-profit chain were used to develop – role-service-profit chain. Findings Role-service-profit chain is an analytical tool which has strong implications for investment and deployment analysis of the new technologies in hospitality and tourism businesses. It proposes how managers can evaluate how the role expectation of technological innovations relate to service quality and customer satisfaction through its impact on employee-related outcomes (such as employee engagement, retention and productivity), and assess the corresponding impact on profitability and growth, in the context of their own unique internal environment and position in the market. Research limitations/implications Although an empirical assessment of the hypothesised relationships in the model is required to evaluate and validate it in the hospitality industry, role-service-profit chain presents promising implications for tourism and hospitality practice and future research. Practical implications Role-service-profit chain is an analytical tool from which managers can make improvements on talent and talent management practices and adjust expectations and behaviours in ways that facilitate improvements in service quality and customer satisfaction. Originality/value This paper makes an important contribution to hospitality and tourism literature, as it explores how AI technologies implemented to improve on talent and talent management practices impact on service quality and customer satisfaction, and develops analytical tools by which this may be evaluated.

Talent development and strategy at telecom major Bharti Airtel

2011 ◽  
Vol 10 (6) ◽  
pp. 25-30 ◽  
Author(s):  
Priyanka Anand
Keyword(s):  
Employee Engagement ◽  
Management Practices ◽  
Developmental Process ◽  
Talent Management ◽  
Content Type ◽  
Management Processes ◽  
Wide Scale ◽  
Hr Function ◽  
Depth Interviews

PurposeThe aim of this case study is to explore and understand the talent management innovations, practices and processes in a major telecoms company in India, Bharti Airtel.Design/methodology/approachThe paper is based on a study of the organization's talent management practices and a survey of executives, including in‐depth interviews with two key talent management executives, and a study of employees' perceptions of the organization's talent management and its impact.FindingsThe research revealed the organization's vision and methods for integrating talent management processes. Talent management is an important element of the development process for employees and is an organization‐wide practice. The process of effective management of the talent pool has led to enhanced employee engagement and reduced attrition and proportionately increased the average tenure of employees. The talent management strategy and processes have contributed in varying degrees to development and growth of employees.Research limitations/implicationsThis research is an elementary study posing the need for further research into the organization‐wide practice of managing talent.Originality/valueThe research addresses how talent management is perceived in a successful organization and examines the recognition and growing acceptance of talent management practices. Talent management is widely adopted by multinationals operating in India, however, most Indian organizations are either currently or soon to adopt the practice. They are dealing with issues such as whether talent management is an offshoot of HR processes or an independent developmental process, and how it will create a competitive advantage and enhance employee engagement. This case study shows how the adoption of talent management processes on an organization‐wide scale – not confined to the HR function – has helped the organization improve retention and development.

Gender, talent management and firm performance: MNCs' female-focused talent management practices in Russia

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marina Latukha ◽  
Snejina Michailova ◽  
Dana L. Ott ◽  
Daria Khasieva ◽  
Daria Kostyuk
Keyword(s):  
Firm Performance ◽  
Multinational Corporations ◽  
Management Practices ◽  
Gender Diversity ◽  
Talent Management ◽  
Content Type ◽  
Positive Effects ◽  
Embedded Model ◽  
Talent Retention ◽  
Using Data

PurposeThere is a substantial void in the understanding of the effect of talent management (TM) practices specifically targeted at females on firm performance. This paper investigates the relationship between female-focused TM and firm performance with the aim of demonstrating the importance of gender diversity in firms.Design/methodology/approachThe authors developed and empirically tested a contextually embedded model using data from 103 multinational corporations in Russia to examine the effect of female-focused TM on firm performance.FindingsThe authors found an overall positive relationship between female-focused TM and firm performance. The authors’ analysis also revealed significant positive effects of female-focused talent development and talent retention, but not talent attraction, on firm performance.Originality/valueThis paper contributes to the vibrant TM scholarship by focusing on female-focused talent attraction, development and retention practices.

Talent management practices on employee performance among academic staff of Malaysian private universities: employee engagement as a mediator

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammed Sani Abdullahi ◽  
Kavitha Raman ◽  
Sakiru Adebola Solarin
Keyword(s):  
Employee Engagement ◽  
Structural Equation ◽  
Management Practices ◽  
Employee Performance ◽  
Academic Staff ◽  
Private Universities ◽  
Talent Management ◽  
Equation Modeling ◽  
University Management ◽  
Content Type

PurposeThe aim of this paper is to examine the effect of talent management (TM) practices on employee performance (EP) among academic staff of Malaysian private universities (MPU) through employee engagement (EE).Design/methodology/approachThis paper used both descriptive and quantitative approaches, while the research unit of analysis consists of MPU academic staff. A simple random and stratified sampling approach was utilized in this study while, the research sample consists of 314 MPU academic staff. A questionnaire was used to collect data from the target population, while partial least squares–structural equation modeling was used to evaluate the study hypotheses through a bootstrapping approach.FindingsThis paper results demonstrated that TM practices (succession planning practice, promotion practice and performance appraisal practice) have a significant effect on EP, while EE mediates the relationship between TM practices and EP in MPU.Practical implicationsThis paper encourages university management to adopt and invest in TM practices for effective EE to achieve and sustain EP.Originality/valueThis paper has made a significant contribution to knowledge and to the operationalization of EE, EP and TM practices literature, which could help to develop theory, model, practice and research in areas of work performance.

Greek libraries’ funding: a Greek tragedy with(out) euros and “katharsis”

2014 ◽  
Vol 27 (2) ◽  
pp. 74-84 ◽  
Author(s):  
Dimitrios Kondylis
Keyword(s):  
Private Sector ◽  
Employee Engagement ◽  
Management Practices ◽  
Economic Status ◽  
Public Servants ◽  
Private Companies ◽  
Policy Makers ◽  
Content Type ◽  
Information Professionals ◽  
Library Staff

Purpose – The purpose of the paper is to point out the importance, value and the economic status of the public information services (PIS), which are in danger and to propose alternative solutions that the Greek Governmental Officials and Public Sector’s Library Managers can employ to support and promote PIS, their staff value and work and to finance their existence/preservation, plans and activities. Another objective of the paper is to increase librarians’ and library staff morale and encourage their participation and play a more proactive role in finding and securing such financial resources that will benefit all (PIS and librarians). Design/methodology/approach – Considering the deep financial crisis in Greece, the paper presents and analyzes a thorough list of strategies, actions, practical recommendations and measures that public sector’s information professionals could apply in their attempt to promote PIS benefits to the society. Through these actions, they can also approach and convince stakeholders, governmental officials for (more) funding and other people to become sponsors and donors. Findings – The article highlights the bad economic status of PIS, the increasing need for financial support and the fact that PIS and their professional appointments are under serious threat. It provides a combination of not only traditional widely known and applied methods but also a number of new measures and practices “borrowed” from private sector to show ways of finding alternative financing solutions to fund the existence of libraries, the paying of their debts and the salaries of librarians and the library staff. Moreover, it is suggested to politicians and policy-makers that important legislative bills/changes should take place to promote the flexibility in operations of PIS and in financial transactions between PIS and private companies. Practical implications – The paper with the analyzed measures can set a paradigm of changing the organizational culture of PIS. Also, it points management practices to managers such as employee engagement, brainstorming and employee empowerment. Furthermore, it explores ways for librarians to find motivation, to engage more actively and even point to Ministers to give Public Servants the opportunity to accelerate their career development. In addition, it implies that changes in the law should take place to form a more flexible frame of operation for PIS. Finally, it provides a practical strategy to reverse attempted mergers of PIS with each other or other public organizations. Social implications – The paper presents such ideas and suggestions, which come against with certain stereotypes of Public Administration/Management and operation, “old school” and conservative ways of thinking and acting of Public Servants (many of whom have never worked in the private sector and have been working in the same position for over 20 years now), professional and trade unions. The role of politicians and policy-makers and the ethos of private companies toward Public Sector’s services in days of financial hardship in Greece are also discussed. Originality/value – There is significantly limited research in the literature on the identification of threats to the existence, job security and constantly diminishing funding of PIS, in general, and, in particular, in Greece and suggested ways to overcome this. The article recommends to Information Professionals and particularly to those who work in PIS in Greece and worldwide various ways to secure income in an environment of tight budgets and cutbacks. The goal is to provoke thinking along the lines of the function of the private sector and adoption of specific practices to find economic resources and secure continuity of PIS “operation and jobs” preservation, even increase their salaries.

Innovative management strategies for building and sustaining a digital initiatives department with limited resources

2018 ◽  
Vol 34 (2) ◽  
pp. 117-136 ◽  
Author(s):  
A. Miller
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Management Strategies ◽  
Academic Library ◽  
Collaborative Management ◽  
Strong Line ◽  
Content Type ◽  
Innovative Strategies ◽  
Other Information

Purpose The purpose of this paper is to offer and explore innovative strategies for building and sustaining digital initiatives at information organizations. Although the examples provided are based on case studies at an academic library, the practices are rooted in project management principles and therefore applicable to all library types, museums, archives and other information organizations. The innovative strategies on staffing and funding will be particularly useful to organizations faced with monetary and staffing shortages and highlights collaborative management practices. Design/methodology/approach Concept of strategic and collaborative management practices led by an experienced project manager cross-trained in management, technical and soft skills enables the successful development and sustainability of digital initiatives. A cross-trained librarian’s management practices of leading the Digital Scholarship Initiatives at a particular university will be examined as a case study and aided with literature supporting the need for digital initiatives leaders to have training beyond the credentials of librarian, curator, archivist or historian in the technologically savvy twenty-first century ecology of information centers. Findings The innovative strategies implemented in the case study yielded increases in the number of hours of digital lab usage, digital projects developed, seminars or workshops presented, attendance of library hosted events, number of programs implemented and awareness on campus, all with limited staff and funding. The variety and level of production and marketing is instrumental to the growth and sustainability of digital initiatives. Practical implications The innovative strategies emphasized in this paper use the concept of borrowed or shared time to start staffing needs and is particularly helpful to organizations that do not have a strong line of dedicated staffing or funding to begin building digital initiatives. Offers small ways to start immediately while setting the stage to plan for big ideas for the future. Originality/value This paper suggests a credentialed information expert, such as a librarian, archivist or curator, that is, also cross-trained in project management and technology is the key to not only successfully leading digital initiatives but is instrumental for its sustainability and the marketing, growth and future of digital initiatives.

scholarly journals Role of HRM in Talent Retention With Evidence

2018 ◽  
Vol 9 (2) ◽  
pp. 8 ◽  
Author(s):  
Doreen Akunda ◽  
Zhixia Chen ◽  
Simon Ndwiga Gikiri
Keyword(s):  
Content Analysis ◽  
Human Resource ◽  
Management Practices ◽  
Talent Management ◽  
Sources Of Information ◽  
Study Approach ◽  
The Arts ◽  
Sustainability Strategies ◽  
Talent Retention ◽  
Mixed Approach

Talent management and retention are increasingly seen as an essential practice in business sustainability strategies. It has since expanded from the sporting fraternity and the arts, particularly in the entertainment industry to become a global practice. This paper discusses the purpose and strategies used for talent management. Using a case study approach that combines the use of Reflexive Account (a retrospective analysis) and content analysis of firm reports, this paper identifies the Human Resource management practices implemented by one firm, MTN-Uganda as a case that provides human resource practitioners with evidence of the practical utility of various talent management and retention strategies. The primary sources of information used in reporting on the case were obtained through reflexive analysis (2012-2015) and content analysis of firm reports (2007-2018). Information gaps were filled in by contact and answered queries through the Department of Corporate Services at MTN Uganda.Although there are many strategies for implementing talent management programs, their success is primarily pegged on the use of a mixed approach, with the Human Resource functions being supported by other management divisions to realise the return on investment sought through the implementation of talent management programs.

Lessons from Thailand: universal healthcare achievements and challenges

2018 ◽  
Vol 45 (2) ◽  
pp. 387-401
Author(s):  
Ravikan Nonkhuntod ◽  
Suchuan Yu
Keyword(s):  
Healthcare System ◽  
Healthcare Utilization ◽  
Design Methodology ◽  
Meta Analysis ◽  
Selection Criterion ◽  
Policy Makers ◽  
Content Type ◽  
Universal Healthcare ◽  
Positive Effect ◽  
Small Positive Effect

Purpose The purpose of this paper is to discuss the successes of Thailand’s healthcare system along with challenges it is facing, examining documents and policies used by those charged with developing and implementing health services. Design/methodology/approach The search pool comprised PubMed and Google Scholar from the period 2001-2015. Selection criterion for inclusion was sources dealing with out-of-pocket (OOP) expenditure and healthcare utilization in Thailand. In total, 33 studies met the criterion of containing sufficient data to be included in the meta-analysis. Findings The authors found a small positive effect size on OOP expenditure and healthcare utilization, obtaining values of 0.1604 (95% CI 0.1320-0.1888, p<0.0001) and 0.2788 (95% CI 0.0917-0.4659, p=0.0035), respectively. Originality/value To review and meta-analyze the literature dealing with the outcomes of Thailand’s healthcare system to understand whether Thailand’s healthcare system is achieving its mandate or not. The results of this paper can help policy makers to understand and evaluate Thailand’s healthcare system.

scholarly journals Influence of Talent Management Practices on Turnover Intent among Research Scientists at the National Museums of Kenya (NMK), Nairobi.

2019 ◽  
Vol 8 (1) ◽  
pp. 1-19
Author(s):  
Nicholas Ochieng' Ojwang'
Keyword(s):  
Employee Engagement ◽  
Social Exchange ◽  
Employee Turnover ◽  
Management Practices ◽  
Talent Management ◽  
Turnover Intent ◽  
Extensive Literature ◽  
Study Results ◽  
National Museums ◽  
Research Scientists

Human talent represents a source of competitive advantage. Yet the very people organisations would want to retain are the ones most likely to leave. What determines employee turnover is a vital question to organisations facing business continuity challenges. Through the prism of the Human Capital and Social Exchange theories, this study aimed at examining the influence of Talent Management practices on turnover intent among Research Scientists at the National Museums of Kenya, Nairobi. Data was collected by means of a structured questionnaire formulated based on extensive literature review. The study targeted 128 employees designated as Research Scientists at the time of conducting this study. Results indicate very high levels of engagement among Research Scientists at NMK. Though respondents understand how their performance is evaluated, the link between pay and performance appears unclear to them. Ample learning and growth opportunities do exist but identification of training needs is not methodical. The study also revealed a clear dissatisfaction with the total compensation package. Although majority of respondents believed that advancement opportunities existed, they were less confident regarding existence of equal opportunity for such advancement. Regression analysis of results indicated that of the six independent variables studied, only employee engagement had significant relationship with employee turnover intent. The study concludes that employee engagement is a critical factor in keeping employees in the organisation. It is recommended that NMK develops effective retention strategies to ensure that Research Scientists remain engaged and committed. An integrated rewards scheme incorporating non-financial factors, career development and work-life balance should form part of the strategy. In addition, a formalised induction program as well as a systematic learning and development scheme with individualised plans needs to be put in place.

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