Talent Management Practices and Competitive Advantage

2021 ◽  
Vol 12 (5) ◽  
pp. 102-115
Author(s):  
Yazan Emnawer Al-Haraisa ◽  
*Noor Al-Ma'aitah ◽  
Khalaf Al-Tarawneh ◽  
Ahmad Abuzaid
Keyword(s):  
Competitive Advantage ◽  
Management Practices ◽  
Talent Development ◽  
Talent Management ◽  
Insurance Companies ◽  
Convenience Sample ◽  
Insurance Sector ◽  
Talent Retention ◽  
The Right ◽  
Selection Stage

This study investigated the role of talent management practices (talent discovery, talent development, and talent retention) on achieving a competitive advantage in Jordanian insurance companies. Data were collected via a questionnaire using a convenience sample consisting of 130 managers and their assistants. Using SPSS 21, a multiple regression analysis was conducted and found a positive effect for talent management (talent discovery, talent development, and talent retention) on competitive advantage, and the relative importance of dimensions was talent development, talent discovery, and talent retention, respectively. This study concluded the importance of talent management practices in Jordanian insurance sector, in particular in the selection stage for choosing the right people. Recommendations for future researches are also identified.

scholarly journals ROLE OF TALENT MANAGEMENT PRACTICES ON EMPLOYEE RETENTION: A CORRELATION STUDY WITH SPECIAL FOCUS ON SELECTED INDIAN LIFE INSURANCE COMPANIES

2020 ◽  
pp. 61-66
Author(s):  
Dr. Babita Yadav
Keyword(s):  
Sample Size ◽  
Organizational Performance ◽  
Life Insurance ◽  
Employee Retention ◽  
Management Practices ◽  
Talent Management ◽  
Private Life ◽  
Insurance Companies ◽  
Life Insurers ◽  
The Right

Employee retention and talent management have been a critical issue for many national and global level organizations. People are the most valuable asset and their development in terms of skills, knowledge and abilities gives strength to an organization to achieve desired outcomes. Talent management practices aimed at getting the right person in the right job and to get the best out of their right people. The study aims to understand the role and relation of various talent management practices on employee retention in Life Insurance sector. The nature of study is descriptive type and depends on both primary and secondary data. The total sample size was 100 comprising of all levels of employees and selected through non-probability purposive sampling method. The data collected from primary data were analyzed using descriptive statistic and correlation method. The main finding of the study indicate that there is a positive relationship among various dimensions of talent management practices such as training & development, rewards & compensation, performance management on employee retention. The present study cannot be generalized because the sample size is inadequate and confined to only four private life insurers. The study concludes that by effective talent management practices, the top management of private insurance companies can improve retention rate of employees and thus enhances overall organizational performance. Therefore, the top level managers can adopt various talent management strategies in reducing attrition and thereby improving employee retention and organizational performance. KEYWORDS: Talent management practices, Employee retention, Private Life Insurers and Organizational performance.

scholarly journals The Impact of Talent Management (TM) on Counterproductive Work Behaviors (CWB) in Industrial Companies in Jordan

2020 ◽  
Vol 15 (7) ◽  
pp. 96
Author(s):  
Maan Hussein Mansour ◽  
Hazem Khaled Shehadeh
Keyword(s):  
Talent Development ◽  
Talent Management ◽  
Social Costs ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Economic Costs ◽  
Industrial Companies ◽  
Talent Retention ◽  
The Right ◽  
The Impact

Counterproductive work Behaviors is certainly causes high economic costs for the organizations, psychological, and social costs as well That is why, it should be well-controlled or the organizations go to a great lost. Therefore many organizations have prioritized talent management to ensure they acquire, develop and retain the right staff. The main objective of this research is to test the impact of talent management on Counterproductive work Behaviors. The questioner was used as a tool to collect information from the study sample in the industrial companies in Jordan. The results showed that there is an impact of talent management, represented in (attract talent, talent retention, talent development and career succession) on Counterproductive work behaviors represented in (sabotage, withdrawal, Deviation in production, Theft, Bribery).

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.

scholarly journals Effects of Underwriting and Claims Management on Performance of Property and Casualty Insurance Companies in East Africa

2017 ◽  
Vol 13 (13) ◽  
pp. 358
Author(s):  
Caren B. Angima ◽  
Mirie Mwangi
Keyword(s):  
Financial Performance ◽  
East Africa ◽  
Management Practices ◽  
Linear Regression Analysis ◽  
Secondary Data ◽  
Multiple Linear Regression Analysis ◽  
Insurance Companies ◽  
Insurance Sector ◽  
General Insurance ◽  
Claims Management

The insurance sector plays an important role in service economy of any country by underwriting of risks inherent in most sectors thus providing a sense of peace to most economic entities. Performance of general insurance companies is expected to be related to various factors, including optimal underwriting and prompt and efficient claims management functions. This study investigated the effect of underwriting and claims management practices on the performance of general insurance firms in East Africa. The study employed multiple linear regression analysis using primary and secondary data collected from 82 general insurers in Kenya, Uganda and Tanzania. The findings show that there is a significant positive relationship between underwriting and claims management practices employed by the firms and non-financial performance, but the relationship with financial performance was insignificant. The implication is that a profit oriented insurance firm should embrace a claims function that is closely related with the underwriting and pricing of the firm’s portfolio for meaningful results. It is recommended that general insurance companies focus on other important factors besides underwriting and claims management order to improve overall financial performance.

scholarly journals The Management Side Of Talent: Causal Implications For The Retention Of Generation Y Employees

2015 ◽  
Vol 31 (5) ◽  
pp. 1767 ◽  
Author(s):  
Liesel Du Plessis ◽  
Nicolene Barkhuizen ◽  
Karel Stanz ◽  
Nico Schutte
Keyword(s):  
Generation Y ◽  
Management Practices ◽  
Supervisor Support ◽  
Talent Management ◽  
Intention To Quit ◽  
Convenience Sample ◽  
Perceived Supervisor Support ◽  
Organisational Support ◽  
Perceived Organisational Support ◽  
The Impact

<p>Organisations are facing significant challenges to retain Generation Y employees. Research shows that, once these individuals are employed, they are not likely to remain in that position for very long. Organisations therefore need to find innovative solutions to retain this group of employees. The purpose of this research was to determine the causal relationship between management support towards talent management and the impact thereof on the turnover intentions of Generation Y employees. The Human Capital Index, Perceived Organisational Support Questionnaire, Perceived Organisational Support and Intention to Quit questionnaires were administered among a convenience sample of generation Y employees (N=135). The results showed that Perceived Organisational Support is significantly related to Talent management practices, Perceived Supervisor Support and Intention to Quit. Perceived Supervisor Support is significantly related to Talent management practices and Intention to Quit. Talent management practices are significantly related to intention to quit. Recommendations are made.</p>

scholarly journals Examining HRM Practices in Relation to the Retention and Commitment of Talented Employees

2021 ◽  
Vol 13 (24) ◽  
pp. 13923
Author(s):  
Juraj Tej ◽  
Matúš Vagaš ◽  
Viktória Ali Taha ◽  
Veronika Škerháková ◽  
Michaela Harničárová
Keyword(s):  
Human Capital ◽  
Factor Analysis ◽  
Organizational Commitment ◽  
Human Resources ◽  
Management Practices ◽  
Individual Factors ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
Talent Retention ◽  
The Right

The claim that human resources or human capital is the most important and valuable asset of organizations is widespread and widely accepted. For this reason, one of the biggest challenges for organizations is to find the right employees with the necessary skills, high potential, and talent. However, the challenge for organizations is not only to find, but also to retain and to use the potential of talented employees. The main aim of this study is to identify the HRM practices which most significantly affect the retention and commitment of talented employees. Based on factor analysis, individual factors of HRM practices were identified. Through canonical analysis, the relationships between the identified factors of HRM practices, talent retention (the intention of talented employees to remain in the organization), and the organizational commitment of talented employees were identified. One of the most important results of the study is the identification of human resource management practices that are most strongly associated with talent retention and commitment.

HR in Reinventing its Fundamental Practices to Gain Competitive Advantage: A Reflection of Innovative Performance Management Practices of HR in Indian Private Insurance Companies

2018 ◽  
Vol 4 (02) ◽  
Author(s):  
Anil Kumar Singh ◽  
Maw Sorum ◽  
NERIST Nirjuli
Keyword(s):  
Firm Performance ◽  
Competitive Advantage ◽  
Performance Management ◽  
Data Analytics ◽  
Employee Performance ◽  
Private Insurance ◽  
Insurance Companies ◽  
Insurance Sector ◽  
Talent Acquisition ◽  
Indian Insurance

Purpose: The purpose of the study is to understand effectiveness of Innovative Human Resource Practices (IHRPs) in reinventing its fundamental practices to gain organization’s competitive advantage through their Employee Performance, Organization Commitment and Firm Performance.Design/Methodology/Approach: Interviews were conducted among 15 HR experts of the Indian Private Insurance sector to determine the major principles and strategies involved in Innovative HR practices within the sector. Further, a survey was conducted among 450 employees to understand the influence of different IHRPs on employee performance, sense of organizational commitment among them and also, the overall firm performance. In order to test the hypotheses, interview data were analysed using Content and Thematic analysis, and the survey data was analysed statistically (Correlation and Regression), using IBM SPSS v21.0 software.Findings: Interview transcripts analysis revealed that there are seven major strategies relevant in the insurance industry, including, talent acquisition, digitalization, performance management, and employees being relevant in a VUCA world, redefining diversity, workspace changes and data analytics. The survey further confirmed that these practices significantly improve Competitive advantage of the organizations through employee performance, organizational commitment and firm performance within the targeted insurance companies, thereby, establishing their importance in the Indian Insurance sector perspective.Practical implications: The findings of this study can be used by managers of private insurance companies in India to change the principles and strategies of existing HR department. Subsequently, they can introduce practices cantered on digitalization, talent acquisition and management, and using data analytics tools to improve employee performance and overall business processes.Originality: Limited number of studies have been conducted on understanding the impact of IHRPs on the competitive advantage of the private insurance sector of India with respect to employee performance, organization commitment, and firm performance. Therefore, findings of this research are valuable in identifying whether managers and executive experts in Indian Insurance sector can adopt such IHRPs or not.

Strategic talent development – making the best people in crucial positions better

2019 ◽  
Vol 18 (6) ◽  
pp. 263-267 ◽  
Author(s):  
Rino Schreuder ◽  
Simon Noorman
Keyword(s):  
Design Methodology ◽  
Management Practices ◽  
Talent Development ◽  
Talent Management ◽  
Organizational Strategy ◽  
Content Type ◽  
Difference Making ◽  
The Future

Purpose This article aims to explain the why and what of strategic talent development. It shows how top talents in value-creating top positions can make a strategic difference for organizations. Design/methodology/approach Having established the differences between generic and strategic talent management, this article argues that talent management needs to be aligned with the organizational strategy. The next step is to ensure that the talents and skills of people who fulfill strategic, “difference-making” roles are best developed. You cannot standardize your talent development to achieve greatness. Findings Strategic talent development is a valuable and priceless investment in the future of the entire organization. Originality/value Strategic talent development is an innovative addition to existing talent management practices – not a replacement. An addition that makes the link between talent management and strategy (even) more explicit and can help organizations to make a next step in the realization of their ambitions through a targeted deployment and development of their top talents in key positions.

Borrow or Grow: An Overview of Talent Development/Management Practices in Indian IT Organizations

2018 ◽  
Vol 20 (4) ◽  
pp. 460-478 ◽  
Author(s):  
Sanghamitra Chaudhuri ◽  
Malar Hirudayaraj ◽  
Alexandre Ardichvili
Keyword(s):  
Human Resources ◽  
Management Practices ◽  
Talent Development ◽  
Talent Management ◽  
Western World ◽  
Business Organizations ◽  
It Industry ◽  
Multinational Organization ◽  
Institutional Conditions ◽  
Management And Development

The Problem In recent years, as India started to emerge as the IT (information technology) super power and the supplier for human capital trained in IT to the Western world, a plethora of talent management and development issues have started coming to the surface. Given the vastness of India’s young and diverse human resources, the concerns center less around availability of talent and more around managing and developing the available talent to suit local needs. Furthermore, concerns are raised over excessive reliance on Western models of TD/TM (talent development/talent management) in Indian organizations and their implementation without significant adaptation to local cultural and institutional conditions. The Solution This study explores TD/TM strategies in three different business organizations using the case study method. The three organizations are a multinational corporation headquartered in India, a foreign multinational organization with subsidiaries in India, and a smaller local business organization. The article discusses (a) the commonalities and differences in the TD/TM strategies followed by three different types of organizations, (b) the use of home-grown strategies and strategies borrowed from the West, (c) the trends and challenges of TM/TD practices facing the IT industry. The Stakeholders Chief learning officers, directors of human resources, HRD scholars

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