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Article
Publication date: 16 April 2018

Deepika Pandita and Sampurna Ray

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…

Abstract

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.

Details

Industrial and Commercial Training, vol. 50 no. 4
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 9 October 2007

Jyotsna Bhatnagar

With talent management becoming an area of growing concern in the literature, the purpose of this paper is to investigate talent management and its relationship to levels…

Abstract

Purpose

With talent management becoming an area of growing concern in the literature, the purpose of this paper is to investigate talent management and its relationship to levels of employee engagement using a mixed method research design.

Design/methodology/approach

The first phase was a survey on a sample of 272 BPO/ITES employees, using Gallup q12 or Gallup Workplace Audit. Focus group interview discussion was based on reasons for attrition and the unique problems of employee engagement. In the second phase, one of the BPO organizations from the phase I sample was chosen at random and exit interview data was analyzed using factor analysis and content analysis.

Findings

The results were in the expected direction and fulfilled the research aims of the current study. In the first phase low factor loadings indicated low engagement scores at the beginning of the career and at completion of 16 months with the organization. High factor loadings at intermediate stages of employment were indicative of high engagement levels, but the interview data reflected that this may mean high loyalty, but only for a limited time. In the second phase factor loadings indicated three distinct factors of organizational culture, career planning along with incentives and organizational support. The first two were indicative of high attrition.

Research limitations/implications

A limitation of the research design was a sample size of 272 respondents. Some of the Cronbach's alpha scores of the subscales of Gallup q12 were low. The strength of the study lies in data triangulation, which was obtained through a mixed method approach, a survey and unstructured focus group interviews. There are theoretical implications for the construct of employee engagement. There seems to be a construct contamination from the fields of employee satisfaction, employee commitment and employee involvement, which is beyond the scope of this paper. Future studies in India may look into this area and construct an independent scale of employee engagement, focusing on the antecedent variables and testing them for theoretical underpinnings.

Originality/value

The present study indicated that a good level of engagement may lead to high retention, but only for a limited time in the ITES sector. The need for a more rigorous employee engagement construct is indicated by the study. Practical implications for retention in the BPO/ITES sector are referred to.

Details

Employee Relations, vol. 29 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

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Article
Publication date: 1 February 2008

Jyotsna Bhatnagar

With talent management becoming an area of growing concern in the literature, this paper seeks to investigate talent management, employee engagement and talent pipeline

Abstract

Purpose

With talent management becoming an area of growing concern in the literature, this paper seeks to investigate talent management, employee engagement and talent pipeline development.

Design/methodology/approach

A case study of best practice in talent pipeline development is followed using interviews and archival data as shared by the organization.

Findings

The findings of the case looked at interventions of employee engagement and dialogue. Establishing talent pools and identification of talent through talent matrix is highlighted. A basic HR architecture is emphasized. Global managerial diversity with rotational assignments in different markets is another finding of the case which grooms future leaders for the organization.

Originality/value

The present study indicated that a good level of engagement may lead to high retention and grooming of future leaders for the organization.

Details

Industrial and Commercial Training, vol. 40 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

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Article
Publication date: 3 October 2008

Julia Christensen Hughes and Evelina Rog

The purpose of this article is to clarify what is meant by talent management and why it is important (particularly with respect to its affect on employee recruitment…

Abstract

Purpose

The purpose of this article is to clarify what is meant by talent management and why it is important (particularly with respect to its affect on employee recruitment, retention and engagement), as well as to identify factors that are critical to its effective implementation.

Design/methodology/approach

This article is based on a review of the academic and popular talent management literatures.

Findings

Talent management is an espoused and enacted commitment to implementing an integrated, strategic and technology enabled approach to human resource management (HRM). This commitment stems in part from the widely shared belief that human resources are the organization's primary source of competitive advantage; an essential asset that is becoming in increasingly short supply. The benefits of an effectively implemented talent management strategy include improved employee recruitment and retention rates, and enhanced employee engagement. These outcomes in turn have been associated with improved operational and financial performance. The external and internal drivers and restraints for talent management are many. Of particular importance is senior management understanding and commitment.

Practical implications

Hospitality organizations interested in implementing a talent management strategy would be well advised to: define what is meant by talent management; ensure CEO commitment; align talent management with the strategic goals of the organization; establish talent assessment, data management and analysis systems; ensure clear line management accountability; and conduct an audit of all HRM practices in relation to evidence‐based best practices.

Originality/value

This article will be of value to anyone seeking to better understand talent management or to improve employee recruitment, retention and engagement.

Details

International Journal of Contemporary Hospitality Management, vol. 20 no. 7
Type: Research Article
ISSN: 0959-6119

Keywords

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Article
Publication date: 10 May 2018

Adel Alferaih, Shagufta Sarwar and Ayman Eid

The purpose of this paper is to understand the direct impact of some of the salient factors from the talent management (TM) literature (role conflict, extrinsic rewards…

Abstract

Purpose

The purpose of this paper is to understand the direct impact of some of the salient factors from the talent management (TM) literature (role conflict, extrinsic rewards, and job satisfaction) and the indirect impact of other factors (organisational commitment, talent retention, and talent engagement) on talent turnover intention.

Design/methodology/approach

A survey questionnaire collected 521 valid responses from employees holding managerial and non-managerial positions at various levels in 54 five-star hotels in 6 cities in Saudi Arabia.

Findings

Significant support was found for all nine hypotheses formulated to test the relationships among the seven constructs above. The model was found to explain 68 per cent of variance in talent turnover intention.

Research limitations/implications

The study contributes to human resource management literature in general and TM in particular by examining the different constructs used in the TM models and by conceptualising a research model, which was empirically validated within the service sector in the context of Saudi Arabia.

Practical implications

The research has several implications for practitioners in the tourism/service sector in the Middle East, pertaining to the management of talented employees. Specifically, it recommends that managers should promote training and development scenarios and provide a better work environment to strengthen individuals’ commitment to their jobs.

Originality/value

This is one of the first studies to examine a comprehensive model of TM in the Arab world in general and in Saudi Arabia in particular, using data gathered from employees in the tourism sector.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 6 no. 2
Type: Research Article
ISSN: 2049-3983

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Article
Publication date: 18 October 2011

Priyanka Anand

The 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.

Abstract

Purpose

The 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/approach

The 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.

Findings

The 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/implications

This research is an elementary study posing the need for further research into the organization‐wide practice of managing talent.

Originality/value

The 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.

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Article
Publication date: 13 March 2017

Adel Alferaih

The purpose of this paper is to propose an appropriate conceptual model for examining talent’s intention to quit, job satisfaction, job performance and organisational performance.

Abstract

Purpose

The purpose of this paper is to propose an appropriate conceptual model for examining talent’s intention to quit, job satisfaction, job performance and organisational performance.

Design/methodology/approach

The proposed model is developed on the basis of the theoretical and logical arguments of constructs picked out from the prior literature. Its framework is that of Bagozzi (1992), where factors such as job satisfaction, affective organisational commitment and turnover intention are seen as major concerns in the literature on talent management.

Findings

The paper makes 16 propositions concerning significant relationships of these constructs with job satisfaction, job performance, organisational performance and turnover intention.

Research limitations/implications

It concludes with an acknowledgement of the limitations, suggestions for future research and theoretical contributions.

Originality/value

Its framework is that of Bagozzi (1992), where factors such as job satisfaction, affective organisational commitment and turnover intention are seen as major concerns in the literature on talent management.

Details

International Journal of Organizational Analysis, vol. 25 no. 1
Type: Research Article
ISSN: 1934-8835

Keywords

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Article
Publication date: 7 May 2021

Amro Aljbour, Erica French and Muhammad Ali

Past research provides mixed evidence of the various elements of talent management. This review consolidates that research evidence to present a comprehensive…

Abstract

Purpose

Past research provides mixed evidence of the various elements of talent management. This review consolidates that research evidence to present a comprehensive evidence-based multilevel framework to inform practice and outline future research directions.

Design/methodology/approach

A systematic review of 120 empirical studies, focusing on determinants, practices and/or outcomes of talent management practices, was undertaken.

Findings

Our multilevel framework suggests that talent management perspectives determine talent management practices which, in turn, impact organizational, group and employee outcomes. Most studies focused on identifying talent management perspectives or practices within organizations, while few studies investigated how these perspectives influence practices. The inclusive vs exclusive perspective has been the main focus of the research. However, findings indicate that a combination of perspectives generates a hybrid approach which leads to a range of talent management practices. The most studied practices involve talent development and the least studied involve talent engagement. In total, 67 studies focusing on outcomes of talent management identified organizational performance as the most conspicuous outcome of talent management.

Originality/value

This review contributes to the existing knowledge of talent management by consolidating the empirical evidence on determinants and outcomes of talent management practices and provides a comprehensive, integrated and multilevel framework to guide practice and future research.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 8 July 2021

George Lewis Dzimbiri and Alex Molefi Molefakgotla

The purpose of this study is to investigate nurses’ perception towards the current application of talent management practices in Malawian public hospitals. It further…

Abstract

Purpose

The purpose of this study is to investigate nurses’ perception towards the current application of talent management practices in Malawian public hospitals. It further explores whether significant differences exist between the registered nurses’ perceptions of the current application of talent management practices based on their demographic factors.

Design/methodology/approach

The study employed a quantitative research approach, using a cross-sectional survey strategy. An adapted version of Human Capital Index (HCI) questionnaire with 45-items was administered amongst 947 registered nurses in four public hospitals. Eventually, 580 responses, representing 61.2 per cent were found to be acceptable for analysis. Stata version-16 software programme was used to analyse the data.

Findings

Findings of the study demonstrated that talent management practices are currently poorly applied amongst the nurses. Substantial gaps existed between the current applications versus the importance of talent management practices. Significant differences exist between the nurses perceptions of talent management practices based on their marital status.

Research limitations/implications

The study only focused on a single perspective (registered nurses) and a single area (Malawian public hospitals) – an issue that disregarded different views (e.g. doctors, hospital administrators, hospital directors and other hospital staff). Furthermore, the results of this study cannot be generalised to other public and private hospitals settings because the data were collected from central hospitals only.

Practical implications

Practically, this study highlights the problematic areas of talent management practices hence the need for effective talent management for nurses.

Social implications

The study has huge social implications in that the results will inform best practices for public hospitals thereby improving welfare of the patients and society at large.

Originality/value

The study contributes to new knowledge on nurses’ perception towards the application of talent management practices within the Malawian health sector and presents a valid and reliable measure to assess their perception.

Details

African Journal of Economic and Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-0705

Keywords

Content available
Article
Publication date: 7 November 2018

Earnest Li

The purpose of this paper is to explain how an organization can achieve successful change implementation with Kotter’s eight-step organizational change model and 3-H…

Abstract

Purpose

The purpose of this paper is to explain how an organization can achieve successful change implementation with Kotter’s eight-step organizational change model and 3-H (heart–head–hand) theory.

Design/methodology/approach

With the case study approach, the author recollects his career experience in Hong Kong Broadband Network Limited from 2007 to 2011 to find out why and how the top management can balance 3-H factor to bridge the “knowing” and “doing” gap to engage right talents and motivate them to achieve peak performance and company goal.

Findings

To create talent culture, the company implemented two policies including Mini-CEO management and Talent Engagement Department. The former is a vertical management model to empower and enable department heads. The latter is a way to change the role of human resources department from passive to proactive.

Originality/value

The implications of this case study are to encourage public and private organizations to rethink the factors including talent development and empowerment that can have a positive impact on innovative work behavior. Moreover, organizations can rediscover the value of “unique” talent culture as a sustainable competitive advantage.

Details

Public Administration and Policy, vol. 21 no. 2
Type: Research Article
ISSN: 1727-2645

Keywords

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