Talent Management Practices on Employee Engagement: Empirical Perspective from Institution of Higher Learning

2021 ◽  
Vol 63 ◽  
Keyword(s):  
Employee Engagement ◽  
Management Practices ◽  
Talent Management ◽  
Higher Learning ◽  
Empirical Perspective ◽  
Institution Of Higher Learning

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.

scholarly journals Impact of Talent Management on Employees’ Work Outcomes

sjesr ◽  
2021 ◽  
Vol 4 (1) ◽  
pp. 405-415
Author(s):  
Muhammad Shafique ◽  
Dr. Muhammad Zia-ur-Rehman
Keyword(s):  
Employee Engagement ◽  
Management Practices ◽  
Banking Sector ◽  
Positive Impact ◽  
Employee Performance ◽  
Talent Management ◽  
Mediation Effect ◽  
Work Outcomes ◽  
Time Data ◽  
Cross Sectional

The study focuses on empirically examining the relationship of talent management (TM) on employee performance and quit intention.  Further, by taking into account business strategy, the research also culls out the sequential mediation effect of talent management and employee engagement on employee work-related outcomes in the banking sector of Pakistan. Data were analyzed by employing Smart PLS (v.3.2.7) to empirically examine the conceptual model on 1095 talented employees, which were part and parcel of the Banking Sector of Pakistan. The core findings of the research paper are that the talent management practices have a positive impact upon the working of employees as well as quit intentions. Additionally, the study deduced that engagement at employees’ level might contribute partially as a mediation role in between employee work outcomes and talent management. The study employed cross-sectional one-time data collection, therefore its generalizability is suggested as limited with its scope. Human Resource personnel and OB practitioners can create a positive workplace culture in the organization by implementing talent management practices. The study makes value addition in the existing literature of talent management and explore new variable, which is affected by talent management.

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 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.      

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.

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.

scholarly journals The Influence Of Women Leaders And Their Leadership Style On Employee Engagement Through Talent Management As Mediating Variable

2021 ◽  
Vol 12 (3) ◽  
pp. 3377-3388
Author(s):  
Dwi Putra Budi Setia Et.al
Keyword(s):  
Women Leaders ◽  
Employee Engagement ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Management Practices ◽  
Talent Management ◽  
Service Industries ◽  
Transactional Leadership Style ◽  
The Impact ◽  
The Relationship

This research aims to investigate the impact of transformational & transactional leadership style towards employee engagement mediated by talent management practices among subordinates with woman as their direct superiors. As the research was conducted during pandemic Covid-19, questionnaires were distributed through online. The method of purposive sampling was adopted to make sure that certain criteria was met before the respondents were deemed to be eligible in filling up the questionnaires. In the end, 117 questionnaires were returned, in which 64% came from manufacturing and mineral industries (majority in oil and gas), while another 36% came from service industries (majority from public sector and trading). The analysis of multiple regression was performed towards the data in addition to use the mediation analysis proposed by Baron & Kenny. The study found that both leadership style was indeed practiced by women leaders. However, results suggested that partial mediation exists in the relationship between transformational leadership style towards employee engagement. While full mediation was supported in the relationship between transactional leadership style towards employee engagement.

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