scholarly journals Talent Management Strategies and Employees’ Retention in Chi Farms Ltd (Ajanla Farm), Oyo State, Nigeria

2020 ◽  
Vol 6 (2) ◽  
pp. 1
Author(s):  
Abdulazeez Abdulmaleek O.
Keyword(s):  
Performance Management ◽  
Employee Engagement ◽  
Positive Relationship ◽  
Survey Design ◽  
Design Method ◽  
Management Strategies ◽  
Talent Management ◽  
Management Compensation ◽  
Significant Positive Relationship ◽  
Significant Difference

This study examined the analysis of Talent management strategies and employees’ retention among workers of CHI Farms LTD. (Ajanla Farm), Ibadan. In carrying out the research, three hypotheses were generated and were tested using Multiple regression model, Pearson product moment correlation and T – test statistics respectively. The study adopted a descriptive survey design method. A structured questionnaire was used in obtaining data, which was classified into Employee Engagement Scale (EES), Employees’ Retention Scale (ERS), Performance Management Scale (PMS), Compensation Management Scale (CMS), and was administered on 108 respondents. Hypothesis one revealed that there was a contribution of talent management strategies (i.e performance management, compensation and engagement) to employees’ retention (F=43.68, p<.01, R2=.54). Hypothesis two findings showed a significant relationship between performance management and employees’ retention [r(.104)= .46**, p<.01]. Also, the result revealed a significant positive relationship between compensation strategies and employees retention [r(106)=.35**,p<.01]. The result also revealed that a significant positive relationship between engagement and employees’ retention {r(106)=.40**, p<.01} exist. Hypothesis three result revealed that there was a significant difference between male and female respondents on perception of employees’ retention. [t(106)=4.27, p<.01]. The study concluded that performance management, compensation strategy and employees’ engagement are of great importance to talent management and retention. The study therefore recommended that management should formulate and implement policies that promote talent management which will in turn promote employees’ retention, they should also recognize and appreciate employees for work well done and that management should have in – house career development programs to help develop their employees.

scholarly journals Impact of Incentive Management Strategies on Employee Performance among Telecommunication Firms in Kaduna Metroplis

2021 ◽  
Vol 2 (2) ◽  
pp. 88-98
Author(s):  
Esther Yimi Bagobiri ◽  
Gadi Dung Paul
Keyword(s):  
Survey Design ◽  
Design Method ◽  
Employee Performance ◽  
Management Strategies ◽  
Sampling Technique ◽  
Target Population ◽  
Monetary Incentive ◽  
Primary Data ◽  
Statistical Tool ◽  
The Impact

The study examined the impact of incentive management strategies on employee performance among telecommunication firms in Kaduna metropolis. The objectives of the study were to determine the impacts of monetary incentive management strategies and non-monetary incentive management strategies on employee performance among telecommunication firms in Kaduna metropolis. The study employed survey design method in which a specially designed questionnaire was used to collect primary data from respondents in the study. The target population of the study was employees from the head branches of four selected telecommunication firms in Kaduna metropolis; providing network reception service for calls and internet access data to residence in Kaduna metropolis. The firms include MTN, Airtel, 9Mobile and Glo. The population of employees in these firms’ head branches were; 66 in MTN, 49 in Airtel, 61 in 9Mobile and 54 in Glo; making a total of 230. The sample of the study was same as that of the population, as census sampling technique was used to decide the sample size. Self-administered questionnaire was designed and used to collect the primary data of the study. The collected data for the study was analysed using descriptive statistical analysis tools (mean scores and standard deviation) to summarize the responses and inferential statistical tool (Regression model) to determine whether incentive management strategies have impact on employee performance in the selected firms. The study’s findings showed that both monetary and non-monetary incentive management strategies have significant impact on employee performance among telecommunication firms in Kaduna metropolis. Based on the finding of the study, it was recommended that telecommunication firms continually review existing monetary and non-monetary incentive management strategies and design new incentive programs in order to encourage employee to perform better than their current performance level.

Managerial Ethics and the Function of Culture in Mexico and the United States

2020 ◽  
pp. 53-82
Author(s):  
F. Sigmund Topor
Keyword(s):  
United States ◽  
Positive Relationship ◽  
The United States ◽  
Cultural Dimensions ◽  
Ethical Attitudes ◽  
Two Cultures ◽  
Significant Positive Relationship ◽  
Attitudes And Behaviors ◽  
Significant Difference

This chapter is a reflection on the ethical distinctions between two cultures that share the same civilization (i.e., Mexico and the United States). Impoverished ethical attitudes have inflicted observable harm upon business by unethical decisions and misconduct. Much of this phenomenon is traceable to distinctive cultural construal of ethics. This phenomenon exemplifies the influence that culture exerts on managers, which has a distinct influence on attitudes and behaviors. This chapter explores, through empirical data, whether differences rooted in culture have any contribution to differences in ethical attitudes. Results indicated a significant positive relationship between national culture and ethical attitudes and the cultural dimensions of uncertainty avoidance, masculinity, and long-term orientation. A significant difference in ethical attitudes between managers from the United States and Mexico was also found.

Talent Management

2015 ◽  
pp. 124-134
Author(s):  
Jaya Chitranshi
Keyword(s):  
Strategic Planning ◽  
Performance Management ◽  
Review Paper ◽  
Talent Management ◽  
Training And Development ◽  
Management Compensation ◽  
Demographic Profile ◽  
Compensation Management ◽  
The World ◽  
And Shifts

Changing of the world scenario, blurring boundaries in international and national markets and shifts in demographic profile of people have opened a new chapter of management thinking on ‘strategies for retention of talent'. Skill unavailability, employee poaching, high costs of training and development, absolute necessity of international exposure are the alarming signals for organizations to shrug off their complacency-nap and get going for talent management. Talent Management is a wide function encompassing strategic planning, talent staffing, development-focus, performance management, compensation management etc. to manage retaining talent in the organization. This review paper is an attempt to throw some light on this vista.

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 Relationship of Employee Engagement, Organizational Commitment and Organizational Citizenship Behavior

2018 ◽  
Vol 6 (1) ◽  
pp. 35-41
Author(s):  
Pir Sajad Ullah ◽  
◽  
Waseef Jamal ◽  
Muhammad Naeem ◽  
◽  
...  
Keyword(s):  
Organizational Commitment ◽  
Employee Engagement ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Positive Relationship ◽  
Citizenship Behavior ◽  
Future Research ◽  
Significant Positive Relationship ◽  
Study Results ◽  
The Relationship

This study aims to examine the relationship between employee engagement, organizational commitment and organizational citizenship behavior. With the help of literature, current study developed two hypotheses regarding employee engagement, organizational commitment and organizational citizenship behavior. Educational sector was selected for the conducting of this study. Structured closed ended questionnaire was used for the collection of data. Using correlation and regression analysis, the study results showed that there is a significant positive relationship between employee engagement and organizational commitment and furthermore confirmed that there is a significant positive relationship between employee engagement and organizational citizenship behavior. This study provided beneficial insights about employee engagement in the education sector of Pakistan. The study concludes by discussing limitations and future research directions.

scholarly journals The Moderating Role of Leadership in the Talent Management and Employee Retention of Abu Dhabi Department of Education and Knowledge

2020 ◽  
Vol 6 (2) ◽  
pp. 109
Author(s):  
Hasan Abdulla Al Hammadi ◽  
Mohd Asri Bin Mohd Noor ◽  
Siti Asma’ binti Mohd Rosdi
Keyword(s):  
Performance Management ◽  
Employee Engagement ◽  
Employee Retention ◽  
Talent Management ◽  
Department Of Education ◽  
Abu Dhabi ◽  
P Value ◽  
Moderation Effect ◽  
Moderating Role

The purpose of this study to examine the moderating role of Leadership on the relationship between Talent Management (TM) and Employee Retention (ER) in Department of Education and Knowledge in Abu Dhabi. This research is deductive approach and quantitative methods. This quantitative study used 57 items structured questionnaires which were distributed to 354 teachers in Abu Dhabi schools using strata random sampling techniques. A total of 354 usable surveys were collected from 256 schools in Abu Dhabi. And analysis using (Smart-PLS-SEM 3.2.6) path modelling. The findings of this study positive relationship between (P-value 0.002) career development and employee retention, (P-value 0.026) competency mapping and employee retention, (P-value 0.007) employee engagement and employee retention, (P-value 0.015) performance management and employee retention. Furthermore, regarding the moderation effect of leadership between the variables, the bootstrapping procedure by using Smart-PLS was used and the findings revealed that, out of four hypotheses, two hypotheses were found the significant moderation effect between employee engagement and employee retention (β=0.213, t=2.445, p-0.015), performance management and employee retention (β= -0.242, t=3.178, p-0.002). While, the moderation effect of leadership with career development (p=0.408) and competency mapping (p=0.792) was found insignificant. Therefore, it can be concluded that the leadership moderating thus impeding the contribution of talent management towards employee retention. The result implied that the Department of Education and Knowledge in Abu Dhabi should adopt talent management to enhance their employee retention in future. Recommendations for further research were discussed at the end of the thesis.

scholarly journals An Exploratory Study on the Impact of Work/Life Balance and Employee Engagement on Talent Management and Organization Performance: A Case of Jordan Telecom and IT Sector

2020 ◽  
Vol 9 (3) ◽  
pp. 617
Author(s):  
Areej Al-Khateeb ◽  
Kholoud Sudqi Al-Louzi
Keyword(s):  
Employee Engagement ◽  
Positive Relationship ◽  
Talent Management ◽  
Work Life ◽  
Three Dimensions ◽  
Work Life Balance ◽  
Organization Performance ◽  
Life Balance ◽  
The Impact ◽  
The Relationship

This study aims to explore the relationship between talent management, work life balance, motivational drivers of employee engagement and organization performance in telecommunication and information technology sector in Jordan. Both work life balance and motivational drivers of employee engagement were examined as mediators between talent management and organization performance. The population of the study consists of the three main telecommunication operators in Jordan; Zain, Orange and Umniah with a total number of employees (3305), a random sample appointed from the population with a total 250 questionnaires filled up. The study found a positive relationship between talent management and its three dimensions, namely talent acquisition, talent development and talent retention with organization performance. Results also found a positive relationship between talent management and its three dimensions with work life balance. A positive relationship also found between talent management and its dimensions with motivational drivers of employee engagement. Finally, work life balance found to partially mediating the relationship between talent management and organization performance and motivational drivers of employee engagement fully mediating this relationship between talent management and organization performance. This study stated many recommendations for future researches.

scholarly journals Employee Engagement and Performance in Selected Ministries in Anambra State Civil Service of Nigeria

2016 ◽  
Vol 2 (2) ◽  
pp. 280
Author(s):  
Dr. Orogbu Lilian Obiageli ◽  
Dr. Onyeizugbe Chinedu Uzochukwu ◽  
Dr. Onwuzuligbo Leo ◽  
Agu Ifeyinwa Angela
Keyword(s):  
Employee Engagement ◽  
Positive Relationship ◽  
Finite Population ◽  
Civil Service ◽  
Employee Involvement ◽  
Goal Achievement ◽  
Significant Positive Relationship ◽  
Anambra State ◽  
And Performance ◽  
The Relationship

<p><em>This study was necessitated by the inefficiency that has trailed the performance of employees in the Civil Service in Anambra state. The objective of this study is to ascertain the extent to which employee involvement correlates with goal achievement in Anambra State Civil Service. The study employed correlational survey research design, with a population of 684 employees, and a sample size of 252 was determined with the use of Taro Yamane formula of finite population, the questionnaire allocation was determined using Bowley’s proportion allocation formula. The study obtained information from the data using mean and standard deviation. The hypothesis was tested using Pearson’s Product Moment Correlation Co-efficient on SPSS version 20, which establishes the extent of the relationship between the variables under consideration. The findings showed that employee involvement has a significant positive relationship with goal achievement in the selected ministries. The researcher recommended that the Civil Service should engage in induction training to specify work roles to each employee, encourage involvement of employees in decision making and feedback should be given on their performance with commensurate reward.</em></p>

scholarly journals How do strategic actors think about the value of talent management? Moving from talent practice to the practice of talent

2017 ◽  
Vol 4 (4) ◽  
pp. 259-378 ◽  
Author(s):  
Heba Makram ◽  
Paul Sparrow ◽  
Kay Greasley
Keyword(s):  
Performance Management ◽  
Conceptual Development ◽  
Management Strategies ◽  
Talent Management ◽  
Multinational Companies ◽  
Future Research ◽  
Retention Performance ◽  
Content Type ◽  
Definitional Problem ◽  
The Right

Purpose The purpose of this paper is to examine the perceptions of strategic actors in multinational organisations and to contribute to our understanding of how multinational companies articulate and define talent management and how – or what – they perceive its value to be. Design/methodology/approach The paper is based on an empirical research study in which data were collected through 50 in-depth interviews across five multinational companies, conducted at a regional level across ten countries. Participants in the study were strategic actors representing two groups of managers/leaders (HR and talent management system designers and business leaders who are directly involved in the implementation of talent management). Findings The absence of a formal talent management definition led to the emergence of different views and interpretations of what it is. It was viewed as a bundle, or set, of management ideologies manifested in all HR-related practices across four key areas: hiring the right talent, performance management, succession planning and development and retention. Performance management acted as the cornerstone. Talent management strategies displayed little participation for both system designers and implementers and distinct patterns of mystification, technologization and concretisation. The language of value was uncommonly used but provoked different ways of thinking about the role and meaning of talent management. Practical implications The strategic actors in the talent system continue to see talent management in narrow functional and HR process terms. However, by bundling these HR functions and processes together, it is evident that they can be encouraged to recast their activity in a broader strategic narrative. Borrowing the notions and theories of value and value creation, and investigating talent management through this lens, should help to surface interesting insights into how talent management might be defined in practice, and how the language of value may in future be used to understand what talent management really is. Originality/value The global study underpinning this paper attempts to deconstruct the understanding that strategic actors have about talent management from an empirical base. It contributes to the conceptual development of the talent management discourse by revealing the logics being pursued and address the definitional problem currently evidenced in the literature. It also provides direction for future research.

scholarly journals Meaningfulness of Work and Employee Engagement: The Role of Affective Commitment

2020 ◽  
Vol 13 (1) ◽  
pp. 115-122
Author(s):  
Prabhjot Kaur ◽  
Amit Mittal
Keyword(s):  
Employee Engagement ◽  
Service Sector ◽  
Affective Commitment ◽  
Positive Relationship ◽  
Survey Design ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
The Given ◽  
The Relationship

Background: Meaningfulness of work leads to positive job-related consequences, such as engaged, satisfied, productive, trustworthy, and devoted employees. Purpose: The main purpose of this research was to study the relationship between meaningfulness of work, employee engagement, and affective commitment. Further, this study is also examined the mediating influence of affective commitment on the relationship between meaningfulness of work and employee engagement. Methods: Researchers used a quantitative approach to collect data for the research by utilizing a cross-sectional survey design. The study included standardized scales and was conducted on 319 employees working in the service sector of Punjab and Chandigarh, India. Results: The findings of the given study confirmed a positive relationship between meaningfulness of work, employee engagement, and affective commitment. Conclusion: Moreover, affective commitment acts as a mediator on the relationship between the meaningfulness of work and employee engagement.

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