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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: 10 May 2018

Asuman Matongolo, Francis Kasekende and Sam Mafabi

The purpose of this paper is to examine, empirically the relationship between employer branding attributes of reward strategy, people orientedness and; leadership and…

Abstract

Purpose

The purpose of this paper is to examine, empirically the relationship between employer branding attributes of reward strategy, people orientedness and; leadership and development on talent retention in institutions of higher learning in Uganda.

Design/methodology/approach

In a cross-sectional study, data were obtained form 218 respondents from two public universities. Confirmatory factor analysis (CFA) and structural equation modeling were employed to analyze the data.

Findings

The paper has two major findings: first, CFA maintained three dimensions of employer branding, namely; reward strategy, people orientedness and; leadership and development; and second, only reward strategy and people orientedness emerged as significant predictors of talent retention.

Originality/value

The results suggest that institutions of higher learning that embrace reward people orientedness strategies as measures for employer branding succeed in retaining their employees for longer.

Details

Industrial and Commercial Training, vol. 50 no. 5
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 26 September 2019

Bidhan Mukherjee, Bibhas Chandra and Saumya Singh

In response to scholarly calls, this study aims to explore the persuasive predictors including (job security, autonomy, work-life balance, culture and climate, career…

Abstract

Purpose

In response to scholarly calls, this study aims to explore the persuasive predictors including (job security, autonomy, work-life balance, culture and climate, career growth, leadership style and support, training and development and reward, recognition and pay) of talent retention in Indian PSUs by emphasising the commonalities and differences between different category of employees from different cohorts based on their contribution in the prime function of the business.

Design/methodology/approach

A self-administered questionnaire was used to collect data from 472 employees from selected organisations through Multistage sampling technique and Simple random sampling technique. Data were analysed using tests such as logistic regression, MANOVA, post hoc Tukey in SPSS 20.

Findings

Job security, autonomy, career growth and culture and climate are the persuasive predictors of talent retention in Indian PSUs. However, there is a significant interaction effect of age and job standard on job security. Job security and perceived employability do not relate to age for core category employees rather possess identical perception than other employee category. Findings indicate that identifying the position to be retained is more viable than a common retention strategy.

Originality/value

This study contributes to the existing knowledge of talent retention by exploring novel insights in comprehending the commonalities and differences of different employee category at all level from different cohorts, sharing different responsibilities in the prime function of the business that has largely been ignored. The study can succour in improving performance and cost-effective retention strategy.

Details

Kybernetes, vol. 49 no. 6
Type: Research Article
ISSN: 0368-492X

Keywords

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Book part
Publication date: 27 July 2021

Donagh Davern

Purpose: The purpose of this chapter is to explore the use of employer branding as a key strategy in talent management, in an effort to retain employees in the context of…

Abstract

Purpose: The purpose of this chapter is to explore the use of employer branding as a key strategy in talent management, in an effort to retain employees in the context of the Irish hotel industry.

Methodology/Approach: This chapter was part of a wider body of research, and combines this discussion with a sequential mixed-method approach. Semi-structured interviews were conducted with 18 hotel general managers in Cork City/County, and these were combined with 417 employee questionnaires conducted in the same hotels.

Findings: This chapter finds that hoteliers in Ireland are aware of the necessity to tackle the area of employee retention, are conscious of the importance of positive employer branding to aid in decreasing employee turnover, but that many are just at the genesis of their journey in the area of talent management. Indeed, many hotels have not yet implemented a talent management plan into their organisation and need to be more innovative in their approach to talent management through positive employer branding.

Practical implications: Employees strongly believe that those hotels which possess a positive employer brand have more committed employees, while those with negative reputations in terms of their employment affect an employee’s intentions to leave the business. Therefore, employers must put strategies in place to enhance their employer brand if they are to attract and retain employees.

Social implications: The chapter makes recommendations to hotel managers as to how employer branding can be utilised as part of their overall talent management strategy to increase employee retention in a challenging employment market, improving overall performance, and leading to sustained competitiveness. The areas of talent management, employer branding, and employee retention are interlinked, and it is imperative that hotels implement strategic initiatives in these key areas.

Originality/value of paper: This chapter contributes to the overall talent management area, offering further guidance to operators who are embarking on this strategic direction. It supports the link between talent management and employer branding.

Details

Talent Management Innovations in the International Hospitality Industry
Type: Book
ISBN: 978-1-80071-307-9

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Article
Publication date: 8 October 2018

Dana L. Ott, Julia Louise Tolentino and Snejina Michailova

This paper aims to review the talent management literature to identify ways in which organizations can practically and effectively improve talent retention.

Abstract

Purpose

This paper aims to review the talent management literature to identify ways in which organizations can practically and effectively improve talent retention.

Design/methodology/approach

This paper defines talent and talent retention and explains why retaining talent is so important and why talent leave. Then, it reviews existing literature from scholarly journals and practitioner reports and identifies and discusses means by which organizations can improve their talent retention. Finally, this paper outlines some important lessons that are relevant to all organizations when considering talent retention.

Findings

The review of the talent management literature identifies four ways that organizations can improve their talent retention: developing a solid organizational culture and strong values, providing applicable and dynamic training, fostering an engaging work environment, and offering clear and suitable career advancement opportunities.

Originality/value

The four practical ways to effectively improve talent retention discussed in this paper demonstrate that retaining talent requires more than just a competitive salary package. Talent want to work for and stay at an organization that has similar values, provides training opportunities, fosters engagement and offers career advancement.

Details

Human Resource Management International Digest, vol. 26 no. 7
Type: Research Article
ISSN: 0967-0734

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Article
Publication date: 24 July 2019

Evangelia Marinakou and Charalampos Giousmpasoglou

The purpose of this paper is to provide a definition of talent and talent management in the luxury hotel sector with a focus on talent retention strategies.

Abstract

Purpose

The purpose of this paper is to provide a definition of talent and talent management in the luxury hotel sector with a focus on talent retention strategies.

Design/methodology/approach

A qualitative approach was used and 27 face-to-face semi-structured interviews were conducted with managers in luxury hotels in four countries (the USA, the UK, Australia and Greece).

Findings

Talent refers to those who “go above and beyond”. Talent retention strategies in luxury hotels include a friendly, family-oriented and open access culture, teamwork, compensation, succession planning and training and development. A hybrid exclusive and inclusive approach to talent management (TM) is proposed with the implicit engagement of the individuals.

Practical implications

Luxury hotels should choose TM practices that fit the organizational culture with a focus on retention strategies that are tailor-made to the individual or groups of individuals. Opportunities to progress, succession planning and employee participation to TM are valued in the industry.

Originality/value

This study provides findings from empirical comparative research conducted in four different countries, whereas most published work on TM focuses on bibliographic reviews. It provides a conceptualization of talent and TM. This study frames the nature of TM in hotels and advances the knowledge of talent retention strategies found to be effective in hospitality.

Details

International Journal of Contemporary Hospitality Management, vol. 31 no. 10
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 5 June 2017

Hayfaa A. Tlaiss, Pascal Martin and Mahrane Hofaidhllaoui

While multinational corporations appear to understand the importance of talent retention (TR) for maintaining their competitive advantage, they continue to struggle to…

Abstract

Purpose

While multinational corporations appear to understand the importance of talent retention (TR) for maintaining their competitive advantage, they continue to struggle to identify and develop strategies to retain talent. Thus, the purpose of this paper is to explore how talent is identified, and more importantly, how it is retained within the context of a multinational firm in France.

Design/methodology/approach

This study is exploratory in nature and capitalizes on a case study methodology through which in-depth, open-ended interviews with partners and managers were conducted.

Findings

The findings suggest that TR is approached in an arbitrary and ad hoc manner. They also reveal that TR practices are mostly motivated by the direct costs associated with a failure to retain talent, and less with the indirect costs and loss of tacit knowledge. Of considerable interest is the finding that despite the use of utilitarian power via incentives to promote TR, the focus is mostly on normative power via workplace culture and organizational norms.

Originality/value

This study is the first to explore TR in the context of one of the Big Four accounting firms in France and among the few to extend the use of Etzioni’s (1975) model of compliance to TR research and to a French context. The originality of this study is also derived from its ability to explain the factors impacting TR, how talent is retained in practice, and the gap between the ideals and reality.

Details

Employee Relations, vol. 39 no. 4
Type: Research Article
ISSN: 0142-5455

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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: 6 July 2021

Foteini Kravariti, Emeka Smart Oruh, Chianu Dibia, Konstantinos Tasoulis, Hugh Scullion and Aminu Mamman

Based on a study of internationally oriented Greek small and medium-sized enterprises (SMEs), and using the lens of institutional theory, this paper extends the…

Abstract

Purpose

Based on a study of internationally oriented Greek small and medium-sized enterprises (SMEs), and using the lens of institutional theory, this paper extends the understanding of the extent to which Greece's institutional context influences talent management (TM). In so doing, the authors focussed on the key TM practices employed by SMEs to enhance and sustain TM: talent acquisition, development and retention. The authors also explore how these practices are shaped by the Greek institutional context.

Design/methodology/approach

Employing a multiple case-study approach, the authors conducted 18 interviews in six distinctive SMEs operating in north, central and southern Greece. The data were thematically analysed to identify patterns across all SMEs.

Findings

This study found that unlike multinational corporations, internationally oriented Greek SMEs adopt a more inclusive approach to TM practices as well as that the country's institutional context presented important yet not deterministic hurdles. The authors also found that SMEs adopt an opportunistic approach to talent acquisition by utilising appropriate available sources to reach out for available talent. The authors provided evidence that SMEs adopt a hybrid approach to talent development in addressing talent scarcity. Finally, this study reported that talent retention is significantly appreciated by SMEs, who offer a range of intrinsic and extrinsic incentives to retain their talented workforce.

Practical implications

This study provides stakeholders with insights into how effective TM practices can be considered a lifeline to organisational sustainability – particularly for SMEs in the contemporary challenging and fiercely competitive business environment. It also highlights the potential of inclusive TM practices to be part of an effective workforce management strategy: Relative to the prevailing institutional dynamic, stakeholders (policymakers and human resource practitioners) must engage in the multiple areas of individual talent acquisition, development and retention.

Originality/value

In a context of reforms, this study reports on TM practice in internationally oriented Greek SMEs. The authors also add to the literature on TM in SMEs by providing evidence on the conceptualisation and management of global talent in this context.

Details

Journal of Organizational Effectiveness: People and Performance, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2051-6614

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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. 12 no. 3
Type: Research Article
ISSN: 2040-0705

Keywords

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