Impact of talent management practices on employee retention - an empirical study in select IT companies with special reference to Chennai

2018 ◽  
Vol 9 (3/4) ◽  
pp. 205
Author(s):  
S. Kuppusamy ◽  
S. Ravi Shankar
Keyword(s):  
Empirical Study ◽  
Special Reference ◽  
Employee Retention ◽  
Management Practices ◽  
Talent Management

scholarly journals Repercussion of Talent Management on Workforce Retention in Selected Hotels in Madurai

2019 ◽  
Vol 8 (3S2) ◽  
pp. 312-315
Keyword(s):  
Employee Retention ◽  
Management Practices ◽  
Talent Management ◽  
Cluster Sampling ◽  
Chi Square ◽  
Chi Square Test ◽  
Current Scenario ◽  
Workforce Retention ◽  
Basic Functions ◽  
The Impact

Human Resource is one of the basic functions of the organisation that manages the workforce more effectively in achieving the objectives of the organisation. Talent Management is the emerging trend in the HR department. It involves the process from recruiting to retaining the talent pool of employees. This practice concentrate not only on the identified talent of the employees it also makes them develop the unidentified one. Retaining the talented employees is one of the biggest responsibility of an organisation. In the current scenario, holding the abled workforce is difficult for the company. This paper presents the impact of talent management on workforce retention in selected hotels in Madurai. The major objective of this paper is to study the talent management practices which are in progress in the hotels and the interconnection between talent management, employee turnover, and employee retention practices in selected hotels in the study area. A sample of 200 respondents from 5 hotels were chosen. The respondents are from different designation selected under cluster sampling method. Chi-square test was used to substantiate the association between the talent management practices and retentiveness of the employees to the same hotel. The significant value of chi-square at 95% confidence level revealed that there is considerable interrelation between the talent management practices and employee retention strategies in selected hotels in study area.

scholarly journals The Effect of Talent Management Practices on Employee Retention at the Namibia University of Science and Technology: Administration Middle-Level Staff

2021 ◽  
Vol 19 ◽  
Author(s):  
Jacobina Amushila ◽  
Mark H.R. Bussin
Keyword(s):  
Employee Retention ◽  
Best Practice ◽  
Management Practices ◽  
Tertiary Education ◽  
Qualitative Content Analysis ◽  
Science And Technology ◽  
Target Population ◽  
Talent Management ◽  
Middle Level ◽  
Structured Interviews

Orientation: Talent management (TM) practices in the competitive corporate environment and the success and profitability in an institution can affect employee retention, the institution’s objective achievements and the contribution to Namibia’s economic growth.Research purpose: The primary aim of the study was to determine if TM can influence the retention and turnover of employees at the Namibia University of Science and Technology (NUST), to explore the benefits that the institution can achieve by implementing TM and to study retention strategies that the institution can adopt to reduce turnover.Motivation for the study: Limited research existed regarding the execution of best practice TM in this institution. New ways need to be engaged for employees to stay employed longer at the institution.Research approach/design and method: The qualitative research design was implemented, with a target population of 39 administrative middle-level staff at NUST. Semi-structured interviews were conducted and research articles were reviewed. The data were analysed via qualitative content analysis that identified major themes.Main findings: This study found a relationship between TM and employee retention and concluded that synchronisation of TM practices and employee retention initiatives led to reduced employee turnover. A model was recommended.Practical/managerial implications: To implement and achieve TM properly, line managers and HRM managers should identify what hinders and facilitates TM.Contribution/value-add: This study will contribute to research of TM in Namibia and to the field of HRM in the public sector, particularly in the tertiary education area.

scholarly journals Exploratory Factor Analysis of The Underlying Structure of Talent Management Practices Among Universities in Uganda

2018 ◽  
Vol 5 (2) ◽  
Author(s):  
Farooq Miiro
Keyword(s):  
Factor Analysis ◽  
Empirical Study ◽  
Exploratory Factor Analysis ◽  
Management Practices ◽  
Talent Management ◽  
Underlying Structure ◽  
Validity And Reliability ◽  
Survey Tool ◽  
Measuring Scale ◽  
Promax Rotation

The empirical study presents the findings generated from 300 randomly selected respondednts from six universities in the central region of Uganda. The survey tool contained 24 self-reported items with a five point Likert measuring scale chosen from the earlier studies done on the four sub-dimension of talent management construct. Exploratory Factor Analysis was used with Promax rotation to establish whether identification, development, culture and retention are true dimensions of talent management construct. The results from the date exhibited that the four factors of talent management structure were explained at 56.1% variance. The validity and reliability were sound enough since the internal consistency scale estimates ranged from 0.837 (identification), 0.7(development), 0.707 (culture) and 0.758 (retention) for the factor structure extracted. Lastly, the findings gave plausible empirical evidence for the validity of the four sub-dimensions and their individual items.

Talent Management Practices, Employee Engagement, Employee Retention; Empirical Evidence from Malaysian SMEs

2021 ◽  
Vol 39 (10) ◽  
Author(s):  
Fadillah Ismail ◽  
Heng Ka Ka ◽  
NG Wee Fern ◽  
Muhammad Imran
Keyword(s):  
Employee Engagement ◽  
Quantitative Research ◽  
Employee Retention ◽  
Business Performance ◽  
Management Practices ◽  
Talent Management ◽  
Business Environment ◽  
Beneficial Impact ◽  
The Relationship ◽  
Self Administered Questionnaire

The aim of this research is to investigate the relationship between talent management practices, employee engagement, and employee retention in the small and medium-sized enterprises (SMEs) in Malaysia. To assess the current issues in the industry, a researcher performed a study of relevant themes and subjects in the most recent literature. The above research utilizes a framework to analyze the business environment, while also providing insight on how to employee retention and employees engagement. A study on quantitative research was done. A self-administered questionnaire is used in this study. In this study, convenience sampling methods were employed. A total of 55 employee answered the surveys correctly. This research was analyzed using SPSS version 26. According to the findings of the study, talent management practices have a beneficial impact on employee engagement and retention. Talent management practices contribute for 74.3 percent of employee engagement, and it is expected to improve by 92 percent if talent management is indicated. Talent management practices, on the other hand, accounted for 74.3 percent of employee engagement and are projected to grow by 92 percent if talent management is implemented in a business. The relevant conclusion from the study into talent management practices may have a beneficial impact on employee engagement and retention, allowing the organization to achieve business performance.      

scholarly journals An Exploratory Study on How Talent Management Affects Employee Retention and Job Satisfaction for Personnel Administration in Ain Shams University Egypt

2017 ◽  
Vol 8 (4) ◽  
pp. 1 ◽  
Author(s):  
Eglal Hafez ◽  
Reem AbouelNeel ◽  
Eahab Elsaid
Keyword(s):  
Job Satisfaction ◽  
Employee Retention ◽  
Management Practices ◽  
Middle Eastern ◽  
Educational Institution ◽  
Talent Management ◽  
Ordinary Least Squares ◽  
Public University ◽  
Demographic Variables ◽  
Arab Muslim

Our study examines how talent management affects both job satisfaction and employee retention at a public university in Egypt. The sample for the field study consists of a 105 administrative employees who work at Ain Shams University (a public university). The study instrument is a questionnaire that consists of four parts: talent management, job satisfaction, employee retention and the sample’s demographic variables. The study uses Cronbach’s Alpha, Ordinary Least Squares Regressions and the Kruskal-Wallis test. We find that the components of talent management (motivating outstanding performance, training and development, job enrichment) have a significant impact on job satisfaction and on employee retention but have no significant impact on the sample’s demographic variables (gender, age, education and experience). The contribution of the study is to examine how talent management affects job satisfaction and employee retention in a higher educational institution in Egypt, an Arab, Muslim, Middle Eastern country. Talent management research in Arab/Muslim countries, such as Egypt, remains mostly unexamined. By researching new countries and regions, we can help provide further insight for organizations on how to adapt their talent management practices to fit different national and cultural contexts.

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