A Study on Talent Management Practices and its Impact on Employee Retention in It Industry in Chennai District

2016 ◽  
Vol 6 (9) ◽  
pp. 916
Author(s):  
R. V. Dhanalakshmi ◽  
K. Balanaga Gurunathan ◽  
M Vijayakumar
Keyword(s):  
Employee Retention ◽  
Management Practices ◽  
Talent Management ◽  
It Industry

scholarly journals Repercussion of Talent Management on Workforce Retention in Selected Hotels in Madurai

2019 ◽  
Vol 8 (3S2) ◽  
pp. 312-315
Keyword(s):  
Employee Retention ◽  
Management Practices ◽  
Talent Management ◽  
Cluster Sampling ◽  
Chi Square ◽  
Chi Square Test ◽  
Current Scenario ◽  
Workforce Retention ◽  
Basic Functions ◽  
The Impact

Human Resource is one of the basic functions of the organisation that manages the workforce more effectively in achieving the objectives of the organisation. Talent Management is the emerging trend in the HR department. It involves the process from recruiting to retaining the talent pool of employees. This practice concentrate not only on the identified talent of the employees it also makes them develop the unidentified one. Retaining the talented employees is one of the biggest responsibility of an organisation. In the current scenario, holding the abled workforce is difficult for the company. This paper presents the impact of talent management on workforce retention in selected hotels in Madurai. The major objective of this paper is to study the talent management practices which are in progress in the hotels and the interconnection between talent management, employee turnover, and employee retention practices in selected hotels in the study area. A sample of 200 respondents from 5 hotels were chosen. The respondents are from different designation selected under cluster sampling method. Chi-square test was used to substantiate the association between the talent management practices and retentiveness of the employees to the same hotel. The significant value of chi-square at 95% confidence level revealed that there is considerable interrelation between the talent management practices and employee retention strategies in selected hotels in study area.

scholarly journals The Effect of Talent Management Practices on Employee Retention at the Namibia University of Science and Technology: Administration Middle-Level Staff

2021 ◽  
Vol 19 ◽  
Author(s):  
Jacobina Amushila ◽  
Mark H.R. Bussin
Keyword(s):  
Employee Retention ◽  
Best Practice ◽  
Management Practices ◽  
Tertiary Education ◽  
Qualitative Content Analysis ◽  
Science And Technology ◽  
Target Population ◽  
Talent Management ◽  
Middle Level ◽  
Structured Interviews

Orientation: Talent management (TM) practices in the competitive corporate environment and the success and profitability in an institution can affect employee retention, the institution’s objective achievements and the contribution to Namibia’s economic growth.Research purpose: The primary aim of the study was to determine if TM can influence the retention and turnover of employees at the Namibia University of Science and Technology (NUST), to explore the benefits that the institution can achieve by implementing TM and to study retention strategies that the institution can adopt to reduce turnover.Motivation for the study: Limited research existed regarding the execution of best practice TM in this institution. New ways need to be engaged for employees to stay employed longer at the institution.Research approach/design and method: The qualitative research design was implemented, with a target population of 39 administrative middle-level staff at NUST. Semi-structured interviews were conducted and research articles were reviewed. The data were analysed via qualitative content analysis that identified major themes.Main findings: This study found a relationship between TM and employee retention and concluded that synchronisation of TM practices and employee retention initiatives led to reduced employee turnover. A model was recommended.Practical/managerial implications: To implement and achieve TM properly, line managers and HRM managers should identify what hinders and facilitates TM.Contribution/value-add: This study will contribute to research of TM in Namibia and to the field of HRM in the public sector, particularly in the tertiary education area.

Borrow or Grow: An Overview of Talent Development/Management Practices in Indian IT Organizations

2018 ◽  
Vol 20 (4) ◽  
pp. 460-478 ◽  
Author(s):  
Sanghamitra Chaudhuri ◽  
Malar Hirudayaraj ◽  
Alexandre Ardichvili
Keyword(s):  
Human Resources ◽  
Management Practices ◽  
Talent Development ◽  
Talent Management ◽  
Western World ◽  
Business Organizations ◽  
It Industry ◽  
Multinational Organization ◽  
Institutional Conditions ◽  
Management And Development

The Problem In recent years, as India started to emerge as the IT (information technology) super power and the supplier for human capital trained in IT to the Western world, a plethora of talent management and development issues have started coming to the surface. Given the vastness of India’s young and diverse human resources, the concerns center less around availability of talent and more around managing and developing the available talent to suit local needs. Furthermore, concerns are raised over excessive reliance on Western models of TD/TM (talent development/talent management) in Indian organizations and their implementation without significant adaptation to local cultural and institutional conditions. The Solution This study explores TD/TM strategies in three different business organizations using the case study method. The three organizations are a multinational corporation headquartered in India, a foreign multinational organization with subsidiaries in India, and a smaller local business organization. The article discusses (a) the commonalities and differences in the TD/TM strategies followed by three different types of organizations, (b) the use of home-grown strategies and strategies borrowed from the West, (c) the trends and challenges of TM/TD practices facing the IT industry. The Stakeholders Chief learning officers, directors of human resources, HRD scholars

Talent Management Practices, Employee Engagement, Employee Retention; Empirical Evidence from Malaysian SMEs

2021 ◽  
Vol 39 (10) ◽  
Author(s):  
Fadillah Ismail ◽  
Heng Ka Ka ◽  
NG Wee Fern ◽  
Muhammad Imran
Keyword(s):  
Employee Engagement ◽  
Quantitative Research ◽  
Employee Retention ◽  
Business Performance ◽  
Management Practices ◽  
Talent Management ◽  
Business Environment ◽  
Beneficial Impact ◽  
The Relationship ◽  
Self Administered Questionnaire

The aim of this research is to investigate the relationship between talent management practices, employee engagement, and employee retention in the small and medium-sized enterprises (SMEs) in Malaysia. To assess the current issues in the industry, a researcher performed a study of relevant themes and subjects in the most recent literature. The above research utilizes a framework to analyze the business environment, while also providing insight on how to employee retention and employees engagement. A study on quantitative research was done. A self-administered questionnaire is used in this study. In this study, convenience sampling methods were employed. A total of 55 employee answered the surveys correctly. This research was analyzed using SPSS version 26. According to the findings of the study, talent management practices have a beneficial impact on employee engagement and retention. Talent management practices contribute for 74.3 percent of employee engagement, and it is expected to improve by 92 percent if talent management is indicated. Talent management practices, on the other hand, accounted for 74.3 percent of employee engagement and are projected to grow by 92 percent if talent management is implemented in a business. The relevant conclusion from the study into talent management practices may have a beneficial impact on employee engagement and retention, allowing the organization to achieve business performance.      

scholarly journals An Exploratory Study on How Talent Management Affects Employee Retention and Job Satisfaction for Personnel Administration in Ain Shams University Egypt

2017 ◽  
Vol 8 (4) ◽  
pp. 1 ◽  
Author(s):  
Eglal Hafez ◽  
Reem AbouelNeel ◽  
Eahab Elsaid
Keyword(s):  
Job Satisfaction ◽  
Employee Retention ◽  
Management Practices ◽  
Middle Eastern ◽  
Educational Institution ◽  
Talent Management ◽  
Ordinary Least Squares ◽  
Public University ◽  
Demographic Variables ◽  
Arab Muslim

Our study examines how talent management affects both job satisfaction and employee retention at a public university in Egypt. The sample for the field study consists of a 105 administrative employees who work at Ain Shams University (a public university). The study instrument is a questionnaire that consists of four parts: talent management, job satisfaction, employee retention and the sample’s demographic variables. The study uses Cronbach’s Alpha, Ordinary Least Squares Regressions and the Kruskal-Wallis test. We find that the components of talent management (motivating outstanding performance, training and development, job enrichment) have a significant impact on job satisfaction and on employee retention but have no significant impact on the sample’s demographic variables (gender, age, education and experience). The contribution of the study is to examine how talent management affects job satisfaction and employee retention in a higher educational institution in Egypt, an Arab, Muslim, Middle Eastern country. Talent management research in Arab/Muslim countries, such as Egypt, remains mostly unexamined. By researching new countries and regions, we can help provide further insight for organizations on how to adapt their talent management practices to fit different national and cultural contexts.

Employees' Perspective on Human Resource Procurement Practices as a Retention Tool in Indian IT Sector

2008 ◽  
Vol 12 (4) ◽  
pp. 57-69 ◽  
Author(s):  
B. K. Punia ◽  
Priyanka Sharma
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Retention ◽  
Management Practices ◽  
Dominant Role ◽  
It Industry ◽  
Human Resource Management Practices ◽  
Changing Economy ◽  
It Personnel

Employee Retention is the biggest challenge that Human Resource Management is facing today. The uncertainty of a changing economy, increasing competition and diversity in the workplace have compelled the organisations to hold on to their top performers at whatever cost they have to pay. It is a very difficult task for the recruiters to hire professionals with right skills set all over again. Thus the focus has shifted from ‘numbers' to ‘quality’ and from ‘recruitment’ to ‘retention.’ Many organisational human resource management practices play dominant role in building employee commitment and loyalty. Out of the plentiful practices, the procurement practice facilitates the entry of an employee in an organisation. Hence keeping in view the significance of this function, the researchers have ventured to investigate the influence of procurement practices on employees ‘retention intentions in the Indian IT industry. This paper studies the influence of organisational procurement practices on employee retention intentions on the basis of personal and positional variables of employees. It also examines the variations in the corporate perception on the procurement practices as a retention tool for IT Personnel.

scholarly journals ROLE OF TALENT MANAGEMENT PRACTICES ON EMPLOYEE RETENTION: A CORRELATION STUDY WITH SPECIAL FOCUS ON SELECTED INDIAN LIFE INSURANCE COMPANIES

2020 ◽  
pp. 61-66
Author(s):  
Dr. Babita Yadav
Keyword(s):  
Sample Size ◽  
Organizational Performance ◽  
Life Insurance ◽  
Employee Retention ◽  
Management Practices ◽  
Talent Management ◽  
Private Life ◽  
Insurance Companies ◽  
Life Insurers ◽  
The Right

Employee retention and talent management have been a critical issue for many national and global level organizations. People are the most valuable asset and their development in terms of skills, knowledge and abilities gives strength to an organization to achieve desired outcomes. Talent management practices aimed at getting the right person in the right job and to get the best out of their right people. The study aims to understand the role and relation of various talent management practices on employee retention in Life Insurance sector. The nature of study is descriptive type and depends on both primary and secondary data. The total sample size was 100 comprising of all levels of employees and selected through non-probability purposive sampling method. The data collected from primary data were analyzed using descriptive statistic and correlation method. The main finding of the study indicate that there is a positive relationship among various dimensions of talent management practices such as training & development, rewards & compensation, performance management on employee retention. The present study cannot be generalized because the sample size is inadequate and confined to only four private life insurers. The study concludes that by effective talent management practices, the top management of private insurance companies can improve retention rate of employees and thus enhances overall organizational performance. Therefore, the top level managers can adopt various talent management strategies in reducing attrition and thereby improving employee retention and organizational performance. KEYWORDS: Talent management practices, Employee retention, Private Life Insurers and Organizational performance.

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