Impact of Talent Management Strategies on Organizational Performance in Selected Deposit Money Banks in Lagos State, Nigeria

Agbaeze, Kalu Emmanuel; Monyei, Ezieshi Francis; Agu, Okoro

doi:10.21744/irjmis.v4i2.421

Cited by 5 publications

(6 citation statements)

References 9 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The term Talent Management was coined by David Watkins of Soft Cape, in an article published in 1998, which he referred to "as the process of attracting and retaining profitable employees" (Agbaeze et al, 2017). It is increasingly becoming more competitive between firms and of strategic importance, which has come to be known as 'the war for talent'.…”

Section: Conceptual Framework 211 Talent Managementmentioning

confidence: 99%

“…It is increasingly becoming more competitive between firms and of strategic importance, which has come to be known as 'the war for talent'. Agbaeze et al (2017) further noted that talent management is a process that emerged in the 1990s and continues to be adopted, as more organizations have come to realize that their employee's talents and skills drive their business success. Arising from this development, Ernst and Young (2009) as cited in Amakiri and Tiebiri (2015) define talent management as a deliberate and ongoing process that systematically identifies, assesses, develops, and retains human talent to meet current and future organizational needs and objectives.…”

Section: Conceptual Framework 211 Talent Managementmentioning

confidence: 99%

See 1 more Smart Citation

Talent Management and Competitive Advantage: The Moderation Role of Workplace Culture

Egwakhe,

Ajala,

Adeoye

2023

EJHRMS

View full text Add to dashboard Cite

The study aims to analyse the effect of talent management on competitive advantage through workplace culture moderation. The data was collected from 425 full-time employees from the top ten deposit money banks in Lagos State using a questionnaire as a data collection tool. This research uses a quantitative approach with a survey method. Respondents were selected from the top ten deposit money banks in Lagos State through a stratified random sampling technique. The collected data were analysed using hierarchical regression analysis (HRA) to test the hypothesis and evaluate the regression model specified. These findings show that the effect of talent management on competitive advantage was significantly moderated by workplace culture (β = -0.015, R2 ∆ = 0.003, F∆ = 13.865, p<0.05). It was concluded that workplace culture moderated the relationship between talent management and competitive advantage in the selected deposit money banks in Lagos State. A recommendation was anchored on management to create a positive workplace culture that supports talent management practises to achieve sustainable competitive advantage. Article visualizations:<img src="/-counters-/soc/0035/a.php" alt="Hit counter" />

show abstract

Section: Conceptual Framework 211 Talent Managementmentioning

confidence: 99%

Section: Conceptual Framework 211 Talent Managementmentioning

confidence: 99%

Talent Management and Competitive Advantage: The Moderation Role of Workplace Culture

Egwakhe,

Ajala,

Adeoye

2023

EJHRMS

View full text Add to dashboard Cite

show abstract

“…Every organization wants to attract and retain top talent because it needs to perform better than its competitors (Agbaeze, Monyei and Agu, 2017). Manufacturing companies meet with redundancy in the attainment of goals as well as acquiring higher market advantage as a result of poor talent attraction and subsequently its retention.…”

Section: Introductionmentioning

confidence: 99%

Talent Attraction And Organizational Competitiveness in Manufacturing Companies in Lagos, Nigeria

AREMU,

SHADARE,

AMOSA

2023

JHRMAD

View full text Add to dashboard Cite

Purpose- The main focus of the study is to examine how talent attraction dimensions such as employee value proposition, employer branding, Job flexibility and recruitment and selection affect organizational competitive-ness in manufacturing firms in Lagos State, Nigeria. Methodology- The study adopted a survey-based research design. The per-manent staff of the selected ten (10) food, beverages, and tobacco manufactur-ing firms in Lagos State made up the population of the study. The respond-ents consist of 368 employees which represent the sample size of the study. Data was obtained through the use of questionnaire. Relative Important In-dex (RII) and Multivariate linear regression was used for data analysis with aid of SPSS version 26. Findings- The result revealed a strong effect of talent attraction variables such as employee value proposition with (β=0.611, t= 7.451, p<0.05); Job flexibility with (β=0.505, t=9.182, p< 0.05); employer branding with (β=0.434, t= 9.607, p <.0.05) and recruitment and selection with (β=0.401, t=6.481, p <.0.05) on or-ganizational competitiveness. Limitations of the study-The scope of this study was limited to food, bever-ages and tobacco manufacturing subsector operating only within the territory of Lagos state, Nigeria. Furthermore, the study looked at talent attraction variables which is only a component of talent management strategies. Practical Implication-The manufacturing companies, especially the ones in food, beverages and tobacco manufacturing sub-sector should consider talent attraction strategies as a viable tool for identifying and attracting skilful and competent staff to fill vacant position. This is critical to the attainment of present and future organizational objectives as well as gaining competitive advantage. Originality/Value- This study makes a clear understanding of talent attrac-tion and its immense contribution to organizational competitiveness and performance. It also provided a basis for future researcher to explore more on the dynamics of talent attraction in the field of human resource management.

show abstract

“…The term 'talent' has been presented as the sum of a person's abilities, skills, knowledge, experience, intelligence, judgment, attitude, character, drive, and ability to learn and grow (Agbaeze et al, 2017;Armstrong & Taylor, 2014;McKinsey et al, 2001). Talent management is a constant process that involves attracting and retaining high-quality employees, developing their skills, and continuously motivating staff to improve their performance (Pareek & Monika, 2020), and overall organizational performance (Adejare, 2022;Mahato, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…According to expectation theory, employees will work harder if they think it will result in a positive performance review, a positive review will result in organizational rewards like bonuses, pay raises, or promotions and the rewards will satisfy the employees' personal aspirations. Talent management techniques that support high skills and abilities, such as cautious selection and significant investment in training, may be described to demonstrate the relationship between talent management and performance (Vroom, 1968, in Agbaeze et al, 2017. Next, the resource-based theory postulates that since an organization is able to recognize and utilize its competitive advantages, the organization can improve performance by incorporating these competitive advantages traits: valuing the resources (physical, organizational, and human capital), evaluating the resources' rarity, substitutability, and imitability.…”

Section: Introductionmentioning

confidence: 99%

Impact of Talent Management on Organizational Performance in Nepalese Non-government Organizations

Rijal,

Rijal

2023

KMC J.

View full text Add to dashboard Cite

This study opted for a positivist perspective-based deductive approach to determine the impact of talent management on organizational performance in Nepalese non-government organizations. The causal_comparative research design was used to determine the intensity and magnitude of the relationship between the selected constructs of the inquiry. To collect the primary data, an email survey was administered using referral sampling that generated a ‘sufficient’ sample size of 404 with complete responses by respondents of various demographic backgrounds. For the data analyses, descriptive and inferential analyses were used. The key findings of the study using the structural equation model revealed that attraction, selection, and retention were the drivers of improving organizational performance in the chosen context. However, talent development had no significant influence on organizational performance.

show abstract

Impact of Talent Management Strategies on Organizational Performance in Selected Deposit Money Banks in Lagos State, Nigeria

Cited by 5 publications

References 9 publications

Talent Management and Competitive Advantage: The Moderation Role of Workplace Culture

Talent Management and Competitive Advantage: The Moderation Role of Workplace Culture

Talent Attraction And Organizational Competitiveness in Manufacturing Companies in Lagos, Nigeria

Impact of Talent Management on Organizational Performance in Nepalese Non-government Organizations

Contact Info

Product

Resources

About