Talent Management and Retention

Zhang, Crystal; Stewart, Jim

doi:10.1002/9781118972472.ch22

Cited by 9 publications

(10 citation statements)

References 127 publications

(2 reference statements)

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“…Jackson, Schuler, and Werner (2011, p. 383) add that most employees feel loyal if they feel that their pay is according to their industry's standard after making a comparison with colleagues engaged in almost the same duties but different organisations. Zhang and Stewart (2017) have highlighted that Employer Branding, Organisation attractiveness and managing of talent as other essential strategies that HR should pay constant emphasis. According to the Hay Group ( 2014), the catch for human resource managers is that in case they ignore the felt needs of their employees and fail to address them, their competitors will which brings about turnover.…”

Section: Strategies For Talent Management and Retentionmentioning

confidence: 99%

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Role of HRM in Talent Retention With Evidence

Akunda¹,

Chen²,

Gikiri³

2018

JMS

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Talent management and retention are increasingly seen as an essential practice in business sustainability strategies. It has since expanded from the sporting fraternity and the arts, particularly in the entertainment industry to become a global practice. This paper discusses the purpose and strategies used for talent management. Using a case study approach that combines the use of Reflexive Account (a retrospective analysis) and content analysis of firm reports, this paper identifies the Human Resource management practices implemented by one firm, MTN-Uganda as a case that provides human resource practitioners with evidence of the practical utility of various talent management and retention strategies. The primary sources of information used in reporting on the case were obtained through reflexive analysis (2012)(2013)(2014)(2015) and content analysis of firm reports (2007)(2008)(2009)(2010)(2011)(2012)(2013)(2014)(2015)(2016)(2017)(2018). Information gaps were filled in by contact and answered queries through the Department of Corporate Services at MTN Uganda.Although there are many strategies for implementing talent management programs, their success is primarily pegged on the use of a mixed approach, with the Human Resource functions being supported by other management divisions to realise the return on investment sought through the implementation of talent management programs.

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Section: Strategies For Talent Management and Retentionmentioning

confidence: 99%

“…Such programs aim to attract and motivate talented employees to be focused on their jobs as well as in a manner that instils loyalty to their employers. Zhang and Stewart (2017) however emphasised that talent management should not be only about attracting and retaining, but also reviewing the organisational needs and letting go of the unrequired talent.…”

mentioning

confidence: 99%

Role of HRM in Talent Retention With Evidence

Akunda¹,

Chen²,

Gikiri³

2018

JMS

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“…When the right people are recruited to perform employment, they are more likely to exhibit higher levels of organizational commitment (Gümüş et al., 2013). Extant research reported that effective talent recruitment strategies have positively impacted organizational commitment and performance (Kumar, 2022; Hughes et al., 2008; Nazari et al., 2014; Zhang & Stewart, 2017). Thus, based on the available empirical evidence the following hypothesis were proposed: H Talent recruitment strategies are positively related to organizational commitment.…”

Section: Theory Literature Review and Hypothesesmentioning

confidence: 99%

“…To ensure that organizations maintain sustained competitive advantage, it is necessary to retain talent (D'Annunzio‐Green, 2008; Kontoghiorghes, 2016). Talent management starts with talent recruitment strategies, and once talented individuals are recruited, it is vital to retain them to contribute to the organization (Nazari et al., 2014; Zhang & Stewart, 2017). In this research, the authors argue that talent retention strengthens the positive association of talent engagement with organizational commitment.…”

Section: Theory Literature Review and Hypothesesmentioning

confidence: 99%

“…In addition, several researchers have empirically demonstrated the positive outcomes of talent management in various sectors, such as hospitality, information technology, medicine, and public sector organizations (Hoffman, 2010; Hughes et al., 2008; Mathew, 2015; McDonnell, 2011; Nazari et al., 2014; Swailes, 2013). Some of the positive outcomes include increased productivity, performance, organizational commitment, and job satisfaction (Kyndt et al., 2009; Osman‐Gani & Paik, 2016; Zhang & Stewart, 2017).…”

Section: Introductionmentioning

confidence: 99%

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Disentangling the relationships between talent management, organizational commitment and turnover intention: Evidence from higher educational institutions in India

Antony,

Arulandu,

Parayitam

2023

Glob Bus Org Exc

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While a substantial body of research demonstrated that talent management practices and organizational commitment are linked to turnover decisions, little is known about the mechanism unfolding this process. This research aims to unravel the relationship between various dimensions of talent management and organizational commitment and turnover intention. First, a moderated moderated‐mediation is conceptualized, and relationships are studied by collecting data from 435 faculty members from higher educational institutions (HEIs) in southern India. Then, after checking the psychometric properties of the survey instrument by structural equation modeling (SEM), the data were analyzed using Hayes's PROCESS macros. The findings indicate that (i) talent recruitment strategies positively predict organizational commitment and talent engagement, (ii) talent engagement is positively related to organizational commitment, and (iii) talent engagement mediates the relationship between talent recruitment strategies and organizational commitment. Further, the results documented that talent acquisition (first moderator) and talent development (second moderator) influence the relationship between talent recruitment strategies and talent engagement. Additionally, the results support talent retention in strengthening the relationship between talent engagement and organizational commitment. The previously established negative relationship between organizational commitment and turnover intention has been fortified in this study. To the best of our knowledge, the three‐way interaction between talent recruitment strategies, talent acquisition, and talent development is investigated for the first time, representing a pivotal contribution to the bourgeoning literature on talent management. The theoretical and practical implications are discussed.

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The impact of talent management practices on employee turnover and retention intentions

Kumar¹

2021

Glob Bus Org Exc

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In a continuously changing business environment, it is the responsibility of the HR department in organizations to secure and retain the talent necessary for productivity and development. IT sector is one of the most growing sectors and facing the challenge of employee turnover at a high rate. The objective of the study was to investigate the contribution of talent management practices in employee retention. A descriptive study was conducted to find the impact of talent management strategies on employee retention. A multiple regression model was developed to analyze the relationship between the variable of talent management and employee retention. It was found that employees prefer to stay in an organization that provides the opportunity to develop and grow on the career ladder also the compensation plans are very helpful in attract and retain the employees. The study will be useful for planning, drafting, and executing various strategies to retain the employee. The study can be generalized to other sectors and there is the scope of future research with the other aspects of the workforce e.g. work-life balance, employee engagement in connection with employee retention.

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Talent Management and Retention

Cited by 9 publications

References 127 publications

Role of HRM in Talent Retention With Evidence

Role of HRM in Talent Retention With Evidence

Disentangling the relationships between talent management, organizational commitment and turnover intention: Evidence from higher educational institutions in India

The impact of talent management practices on employee turnover and retention intentions

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