Talent Management and Employees Retention in Nigerian Universities

Aibieyi, Stanley; Dost, Muhammad Khyzer Bin; Rehman, Chaudhary Abdul

doi:10.12816/0032078

Cited by 4 publications

(4 citation statements)

References 5 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…However, this study is not in line with the results of research conducted by Alias, Noor & Hassan, which showed no significant direct effect of talent management practices represented by managerial support on employee retention in IT organizations in Malaysia [84]. Likewise, the research results from Aibieyi & Henry conducted at the University of Nigeria showed that talent management represented by employee empowerment had a negative effect (no significant relationship) on employee retention defined by organizational culture [85]. Therefore, this condition confirms that talent management practices need to be applied to organizations or companies to increase employee retention.…”

Section: Discussioncontrasting

confidence: 98%

The Effect of Talent Management on Employee Retention Mediated by Organizational Justice and Talent Perception Congruence

Madurani¹,

Pasaribu²

2022

Proceedings of the 7th Sriwijaya Economics, Accounting, and Business Conference (SEABC 2021)

View full text Add to dashboard Cite

This study aims to determine the direct effect of talent management on employee retention and the indirect effect mediated by organizational justice and the talent perception congruence. Talent management is a strategy that is believed to minimize employee turnover through retention, namely by managing talented employees owned by the organization and then retaining these employees. This study is quantitative research conducted on 140 employees from private and public companies (BUMN) in Indonesia. The analysis used Structural Equation Modelling (SEM) with the help of the SmartPLS 3 application. The results of this study indicate that there is a direct effect of talent management on employee retention and an indirect effect mediated by organizational justice. However, the results show that the talent perception congruence cannot mediate the effect of talent management on employee retention. This study has several limitations that can be considered for future research. This study also provides theoretical implications for the literature and managerial implications for HR practitioners in organizations to assess talent management's effect on employee retention.

show abstract

Section: Discussioncontrasting

confidence: 98%

The Effect of Talent Management on Employee Retention Mediated by Organizational Justice and Talent Perception Congruence

Madurani¹,

Pasaribu²

2022

Proceedings of the 7th Sriwijaya Economics, Accounting, and Business Conference (SEABC 2021)

View full text Add to dashboard Cite

show abstract

“…This finding is in line with that of Igmou et al (2022), who came to the conclusion that talent acquisition and development have a beneficial effect on talent retention. This finding also consistent with several studies (Hamila, 2020;Mohammed, 2015;Anurit&Kuiyawattananonta, 2011;Schaufeli& Bakker , 2004;Morton, 2005;Aibieyi& Henry 2015;Madurani&Pasaribu, 2021;Baharin&Hanafi, 2018;Achmada et al, 2022;Igmou et al, 2022) concluded positive and significant effects of talent management variables on employee retention. Nevertheless, the model result revealed that talent motivation had almost no impact on retention, which is inconsistent with the aforementioned empirical data.…”

Section: Discussionsupporting

confidence: 89%

“…Similarly, researchers have suggested that better employer and employee communication and career growth opportunities encourage and boost confidence within employees, which helps in their retention (Morton, 2005). Aibieyi and Henry (2015) found positive and significant impacts of talent management practices, performance management, compensation, and reward on employee retention. Consequently, Alias et al (2014) found a positive association between talent management practices (in terms of managerial support, employee career development, and rewards and recognitions) and employee engagement and retention.…”

Section: Talent Management and Employee Retentionmentioning

confidence: 99%

Effect of talent management practices on talent retention in higher educational institutions of Nepal

Thapa

2023

J. Nep. Mgt Acad.

View full text Add to dashboard Cite

This paper concerns answering how talents are managed in the dimensions of attracting, developing, and motivating, as well as examining the effect of these dimensions on retaining talents. Empirical shreds of evidence have indicated the positive and significant effects of various talent management practices on different aspects of performance. The absence of studies on talent management practices focusing on attracting, developing, and motivating talents and analyzing their effect on retaining them prompted this study. The study uses descriptive and causal-comparative research designs to describe and analyze the causal relations among the study variables. Quantitative data is collected from 132 respondents using a questionnaire survey developed based on intensive reviews. The findings of the descriptive analysis indicate moderate efforts given by the institutions managing talents. The correlation result shows positive and significant associations between talent retention and talent attraction and development, as well as talent motivation. The findings from multiple regression analysis showed a positive and significant effect of talent attraction and development on talent retention. However, talent motivation showed no significant effect on talent retention. The findings may have practical uses for administrators to manage talents by evaluating their actions, strategies, and policies to retain talented employees and deal with a surplus or shortfall of a talented workforce. The findings provide new insight into the field of study of talent management and retention. Particularly studies focusing on the areas of attraction, development, motivation, and retention of talents in diverse organizational settings.

show abstract

“…Dunmade and Kadiri (2018) in their study on the effect of talent management on employees' retention in the Lagos State Civil Service, established that there was a significant relationship between talent management and employees' retention (r =.620, p < .001). Aibieyi and Oghoator (2015) also in their study on talent management and employees' retention in Universities in Nigeria, recommended that a performance management system that is proactive would ensure a more dynamic and transparent institutional culture and should therefore be adopted by universities in the country with a view to retain and motivate employees with talents and skills.…”

Section: Resource Based Viewmentioning

confidence: 99%

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

Abdulmaleek¹

2020

WJBM

View full text Add to dashboard Cite

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.

show abstract

Talent Management and Employees Retention in Nigerian Universities

Cited by 4 publications

References 5 publications

The Effect of Talent Management on Employee Retention Mediated by Organizational Justice and Talent Perception Congruence

The Effect of Talent Management on Employee Retention Mediated by Organizational Justice and Talent Perception Congruence

Effect of talent management practices on talent retention in higher educational institutions of Nepal

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

Contact Info

Product

Resources

About