scholarly journals A CONCEPTUAL REVIEW OF THE TALENT MANAGEMENT AND EMPLOYEE RETENTION IN BANKING INDUSTRY

2021 ◽  
pp. 42-68
Keyword(s):  
Conceptual Model ◽  
Employee Retention ◽  
Banking Industry ◽  
Talent Management ◽  
Working Environment ◽  
Job Skills ◽  
Empirical Literature ◽  
Talent Retention ◽  
Ebsco Host ◽  
The Right

The value of talent workers, talent management and talent retention has increased in the increasing economic circumstances of the world. Talented and devoted employees are often an integral part of every company. Smart, sophisticated, digitally literate, internationally astute and operationally agile businessmen are considered talented individuals. Talent management means that organisations have access to strategic planning with the best candidates with relevant expertise placed in the right place. Therefore, the aim of this study is to develop a conceptual model that explain the relationship between talent management and employee retention. The study will be used to accumulate empirical literature by the name of talent management and talent retention in different online database sources such as Google Scholars, Springer Link, Wiley, Science Direct, JSTOR, Emerald full text, Scopus, and EBSCO HOST, etc. The review findings of the study shown that any success or loss of a company mostly depends on the activities and survival of talented employees. The study also found that the retention of employees is one of the challenges that many public and private organisations face, has become an even greater challenge facing human resources professionals because there is a luxury of choice for talented candidates in the global job skills market. At the same time, there is a lack of research emphasizing only on banking industry. The proposed conceptual model depicts the significant effect of working environment and other dimensions of talent management and its effect on employee retention in banking industry.

scholarly journals Influence of Organizational Capabilities on Innovative Climate and Talent Retention

2019 ◽  
Vol 8 (4) ◽  
pp. 9788-9792 ◽  
Keyword(s):  
Conceptual Model ◽  
Dynamic Environment ◽  
Business Environment ◽  
Review Literature ◽  
Organizational Capabilities ◽  
Global Changes ◽  
Innovative Climate ◽  
Talent Retention ◽  
Model Author ◽  
The Right

Organizations in the highly competitive world give attention towards providing a innovative climate to retain the talented employees in the organization. Organizational capabilities are emerged to respond to the global changes in the business environment. Organizational capabilities play an important role in managing and developing its resources to sustain in the highly dynamic environment. Building right organizational capabilities will help the organizations in retaining the right talent and creating an innovative climate in the organization. The paper aims to develop a conceptual model by linking organizational capabilities, innovative climate and talent retention. To frame a conceptual model author did an extensive review literature that revealed the relative dimensions under the variables of organizational capabilities, innovative climate and talent retention. The revealed dimensions used for framing a conceptual model to understand the influence of organizational capabilities on innovative climate and talent retention. The study revealed that to retain talented employees organizations must provide innovative climate and build right capabilities in the organization to sustain in the highly dynamic and competitive environment.

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 An Empirical Study on Attrition & Employee Retention Initiatives With Reference To Flow Link Systems Private Limited, Coimbatore

2012 ◽  
Vol 1 (3) ◽  
pp. 76-79
Author(s):  
R Saranya ◽  
Dr.A. Kumudha
Keyword(s):  
Lead Time ◽  
Employee Retention ◽  
Sampling Method ◽  
Work Load ◽  
Training And Development ◽  
Working Environment ◽  
Metal Casting ◽  
Salary Structure ◽  
Retention Initiatives ◽  
The Right

Employee retention and turnover are topics of a lot of conversations centering on HR. The challenge for the HR professionals today is not only to attract and attain the right employees, but also to innovatively train them. The research was conducted in Flow link systems Pvt Ltd which comes under metal casting industries. The company is located in Arasur which is started as the foundry division and is continued to expand to the present level. Total employees are 655 and, the researcher has selected 150 samples through stratified disproportionate random sampling method. The researcher has found that the employees are highly satisfied with the work load and lead time and working environment, relationship between supervisors and colleagues are neutral. Employees are dissatisfied with their training and development, salary structure and the suggestions are made by the researcher for the same to retain the employees towards their work.

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).

Effects of Menopausal Symptoms on Work Life and Organizational Environment.

2020 ◽  
Vol 16 ◽  
Author(s):  
Aslı Eker ◽  
Meltem Aydın Besen ◽  
Mine Yurdakul
Keyword(s):  
Work Performance ◽  
Work Life ◽  
Working Environment ◽  
Detailed Knowledge ◽  
Physical Conditions ◽  
Negative Effect ◽  
Perceived Effects ◽  
Study Population ◽  
Policies And Programs ◽  
The Right

Background: Every working woman has the right to continue to live as a healthy individual. The working environment has important effects on general health status and reproductive health of women. If menopouse period of women is not taken into consideration and if appropriate arrangements are not made at workplaces, their work performance and productivity decrease. It is important to have detailed knowledge about factors creating risk for health in order to develop effective policies and programs directed towards preventing them. Objective: This study was performed to determine perceived effects of menopause on work life and attitudes of an institution towards menopausal women. Methods: The study population included 419 women aged 45-55 years and working at a university. Out of 419 women, 291 could be contacted. Data were collected with a questionaire composed of questions about descriptive characteristics, effects of menopause on work life and support from and attitudes of the institution about menopause. Data collected to reveal menopausal women’s experiences at work were analyzed with statistical methods frequency, percentages and mean. Results: The mean age at which menopause started was 47 years and 89.7% of the women experienced menopausal complaints. Conclusions: Physical conditions at work and stressors were found to increase menopausal complaints and had a negative effect on work performance.

scholarly journals Enabling Technologies for Improved Data Management: Hardware

2001 ◽  
Vol 9 (1) ◽  
pp. 11-25
Author(s):  
Kerstin van Dam-Kleese ◽  
Michael Hopewell
Keyword(s):  
Data Management ◽  
Scientific Community ◽  
Wide Spectrum ◽  
Work Force ◽  
Working Environment ◽  
Computational Techniques ◽  
Enabling Technologies ◽  
New Challenges ◽  
The Uk ◽  
The Right

The most valuable assets in every scientific community are the expert work force and the research results/data produced. The last decade has seen new experimental and computational techniques developing at an ever-faster pace, encouraging the production of ever-larger quantities of data in ever-shorter time spans. Concurrently the traditional scientific working environment has changed beyond recognition. Today scientists can use a wide spectrum of experimental, computational and analytical facilities, often widely distributed over the UK and Europe. In this environment new challenges are posed for the Management of Data every day, but are we ready to tackle them? Do we know exactly what the challenges are? Is the right technology available and is it applied where necessary? This part of enabling technologies investigates current hardware techniques and their functionalities and provides a comparison between various products.

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.

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