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INFLUENCE OF TALENT MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE A STUDY WITH REFERENCE TO IT SECTOR IN CHENNAI

By implementing talent management strategy, organizations would have the option to retain their skilled professionals while additionally working on their overall performance. It is the course of appropriately utilizing the ideal individuals, setting them up for future top positions, exploring and dealing with their performance, and holding them back from leaving the organization. It is employee performance that determines the success of every organization. The firm quickly obtains an upper hand over its rivals in the event that its employees having particular skills that cannot be duplicated by the competitors. Thus, firms are centred on creating successful talent management practices and processes to deal with the unique human resources. Firms are additionally endeavouring to keep their top/key staff since on the off chance that they leave; the whole store of information leaves the firm's hands. The study's objective was to determine the impact of talent management on organizational performance among the selected IT organizations in Chennai. The study recommends that talent management limitedly affects performance. On the off chance that this talent is appropriately management and implemented properly, organizations might benefit as much as possible from their maintained assets to support development and productivity, both monetarily and non-monetarily.

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International Journal of Management (IJM)
Volume 11, Issue 8, August 2020, pp. 2293-2308, Article ID: IJM_11_08_200
Available online at https://iaeme.com/Home/issue/IJM?Volume=11&Issue=8
ISSN Print: 0976-6502 and ISSN Online: 0976-6510
DOI: https://doi.org/10.34218/IJM.11.8.2020.200
© IAEME Publication Scopus Indexed
INFLUENCE OF TALENT MANAGEMENT
PRACTICES ON ORGANIZATIONAL
PERFORMANCE A STUDY WITH REFERENCE
TO IT SECTOR IN CHENNAI
Jothi Priya. R
Research Scholar, PG and Research Department of Management,
Rajagiri Dawood Batcha College of Arts and Science,
(Affiliated to Bharathidasan University), Papanasam, Tamil Nadu, India
Dr. K. Balasaravanan
Assistant Professor, PG and Research Department of Management,
Rajagiri Dawood Batcha College of Arts and Science,
(Affiliated to Bharathidasan University), Papanasam, Tamil Nadu, India
ABSTRACT
By implementing talent management strategy, organizations would have the option
to retain their skilled professionals while additionally working on their overall
performance. It is the course of appropriately utilizing the ideal individuals, setting
them up for future top positions, exploring and dealing with their performance, and
holding them back from leaving the organization. It is employee performance that
determines the success of every organization. The firm quickly obtains an upper hand
over its rivals in the event that its employees having particular skills that cannot be
duplicated by the competitors. Thus, firms are centred on creating successful talent
management practices and processes to deal with the unique human resources. Firms
are additionally endeavouring to keep their top/key staff since on the off chance that
they leave; the whole store of information leaves the firm's hands. The study's objective
was to determine the impact of talent management on organizational performance
among the selected IT organizations in Chennai. The study recommends that talent
management limitedly affects performance. On the off chance that this talent is
appropriately management and implemented properly, organizations might benefit as
much as possible from their maintained assets to support development and productivity,
both monetarily and non-monetarily.
Key words: Competency, IT organization, Organizational performance, Profitability,
Talent management
Influence of Talent Management Practices on Organizational Performance A Study with
Reference to it Sector in Chennai
https://iaeme.com/Home/journal/IJM 2294 editor@iaeme.com
Cite this Article: Jothi Priya R and K. Balasaravanan, Influence of Talent Management
Practices on Organizational Performance A Study with Reference to it Sector in
Chennai, International Journal of Management (IJM), 11(8), 2020, pp. 2293-2308.
https://iaeme.com/Home/issue/IJM?Volume=11&Issue=8
1. INTRODUCTION
Human resource experts are not generally exclusively apprehensive about the day to day
demands, remuneration, benefits, and staffing of their organizations. HR's capacity has
developed altogether throughout the years to incorporate a wide scope of organizational drives,
for example, training, employee improvement, variety and value in the working environment,
fiasco arranging, reward management, and organizational technique formulation and execution.
These organizational practices have immediate and aberrant intricacies, accordingly HR
specialists should have the option to make due, measure, and grasp the nature and design of
these frameworks. HR professionals are setting up more coordinated and key techniques to
assist with meeting future organizational requirements as they keep on moving from a cycle
arranged capacity to a more essential job inside endeavors. Human resource management is
progressively zeroing in on talent management. This strategy was made to work on the most
common way of recruiting and creating employees with the fundamental abilities and fitness to
fulfil the organization's present requests. Today, an organization's prosperity is inseparably
connected with its capacity to get to talent. Acquiring and retaining skilled individuals is a first
concern for firms because of competition and shortage of accessible exceptionally talented and
skilled employees.
2. BACKGROUND OF THE STUDY
The total measure of intrinsic capacities, procured information, and skills addressed by the
aptitudes and skills of an organization's workers is collectively called as human asset. To
achieve individual and hierarchical objectives, HR ought to be taken advantage of to the furthest
reaches possible. The sum and nature of an employee within an organization are
straightforwardly connected to its exhibition and creation. The essential objective of talent
management is to get ready associations for the future by planning and developing human
resources to address the deficiencies of numerous potential abilities they might experience. ” In
today's highly competitive and dynamic business world, it is extremely difficult for a company
to prosper and subsequently maintain its position. Competitors can mimic any product, service,
business strategy, or even marketing campaign, thus talent management becomes critical.
Because business leaders and shareholders realise the link between maintaining the finest
personnel and attaining the best performance, the way an organisation manages its talent can
be a turning point for the firm. As a result, a study into the impact of talent management
practices on organisational performance in selected IT sector in Chennai is required.
3. TALENT MANAGEMENT
Individuals are the most valuable resource in any organisation. Employees are an organization's
most valuable resource. Talent management can be defined as the process of recruiting for,
training, managing, developing, evaluating, and retaining this most valuable resource. In today's
competitive environment, effective talent management is one of the most significant factors
influencing an organization's ability to succeed and expand. In this highly competitive market,
it has become critical for enterprises to ensure that their talent management activities are aligned
with their overall company objectives. They should also create a culture in which talented
individuals are provided with numerous professional development options in order for them to
Jothi Priya R and K. Balasaravanan
https://iaeme.com/Home/journal/IJM 2295 editor@iaeme.com
perform at their highest levels. It is only the top/key talent that adds to the productivity of the
business, as they are responsible for generating revenues by adding value to their clients'
experiences. As a result, given that the success and performance of any organisation are based
on how well a firm manages and retains its talent pool, appropriate measures should be taken
to implement the best talent management practises available in the industry, which will assist
the organisation in obtaining an advantage over its competitors and, more importantly, in
ensuring that the organisation is consistently one step ahead of its competitors. Talent has
always been defined as the ability to create works that are unique and innovative, rather than
simply the ability to complete a task efficiently; it also includes the diligence and development
of skills and abilities over a person's lifetime.[1] A person's talent, according to the book “The
War of Talent”, is the sum of his or her abilities, which include natural skills and abilities as
well as information, knowledge, experience, character, and conduct. In this way, it is confirmed
that the concept of talent refers to an individual's ability to learn and create as they advance
through their respective professions.[2] Talent management has been defined as the execution
of coordinated systems that are executed to improve and support the performance of an
organisation by further developing methodologies for enlisting, retaining, creating, and
benefiting from people who have the fundamental capabilities and abilities to meet current and
future business requirements.[3] Talent management is considered to be a component of human
resource management methodologies. Employers can improve their overall productivity,
performance, as well as increase their profits and revenues by implementing an essential talent
management strategy.
3.1 Importance of Talent Management
Organizations must find a balance between having brilliant individuals on their payroll and
utilising their strengths to gain a competitive edge.[4] Decisions about talent management
contribute to the improvement of talent in an organisation and the improvement of the business
design quality, which in turn persuades the choices made by individuals working in the
organization.[5] Moreover, it sharpens employees' abilities and provides them with professional
development chances, assuring employers that well-trained staff will improve the reputation
and overall performance of the organisation. The technique of attracting, recruiting, retaining,
and developing intellectual capital should be adopted by every business wishing to improve its
competitive position and boost its productivity.[6]
3.2 The Influence of Talent Management in The IT Sector
In the ever changing and globally competitive market that is the information technology sector,
talent management is critical. Thus, the information technology industry has developed a
variety of talent management methods. When it comes to this profession, attracting and
retaining high-quality personnel is a never-ending task in talent management, in addition to
expanding their talents, and consistently inspiring them to enhance their performances. To
achieve a competitive edge, talent management in the information technology sector focuses on
the following areas:
• To stay competitive: Companies may remain competitive by investing in and growing
their employees' abilities. As a result, organisations become stronger and more prepared
to deal with new skills and changes.
• To improve business performance: When a company has top professionals on its team,
it can achieve any goal. When three critical components such as speedy talent allocation,
smart human resource management, and a great employee experience are combined,
talent management becomes the most successful instrument.
Influence of Talent Management Practices on Organizational Performance A Study with
Reference to it Sector in Chennai
https://iaeme.com/Home/journal/IJM 2296 editor@iaeme.com
• To drive innovation: New technologies are consistently successful in the marketplace.
Talented individuals are able to come up with innovative solutions to challenges by
utilising the capabilities of new tools in a variety of ways. They may also come up with
original concepts.
• To form productive teams: Companies will be able to establish productive teams if they
have an effective talent management plan in place. This is more important than simply
having a group of people that are creative and skilled working in the organisation.
• To lead a strong employer branding: Effective talent management helps modern firms
to build strong employer branding. This assists the organisation in attracting the most
qualified candidates for future recruitment.
• To inspire growth: Companies that have inspiring talent in their ranks will inspire and
assist their other employees in their personal and professional development.
• To reduce employee turnover: Employee turnover is reduced as a result of talent
management in information technology companies. Employees are less inclined to quit
for other organisations to pursue other chances when they feel valued at a company and
know they will have plenty of opportunities to grow within it.
3.3 Organizational Performance
In today's business environment, one of the most difficult challenges for management is
attracting and retaining a workforce committed to enhancing the organization's performance. In
order to grow and progress in this competitive sector, any organization's key goal is to offer
consistent and dependable results on a regular basis. Consequently, while evaluating businesses
and their actions, organisational performance is the most crucial criterion to take into
consideration.
Every organisation requires talented workers in order to boost production and maximise the
overall performance of the organisation. Organizations can only achieve a long-term
competitive advantage over their competitors if their human resources are inventive and
creative in their approach. When the entire market growth is examined across the globe, it is
evident that businesses can reach the best potential market position. and achieve the best
possible business outcomes if they prioritise the development of themselves and their people,
as well as the delivery of differentiated products and services to their customers, among other
things. As a result, in order to accomplish this, talents must be recognized by the management
to analyse their potential, and develop their skills and abilities in accordance with their findings.
There are several aspects that have been discovered by the researchers as contributing to the
overall performance of the organisations, including:
• Continuous learning: People must be able to learn, learn, and learn again. Organizations
must build processes that enable their employees to develop their knowledge through
continuous learning. A culture like this immensely assists firms in becoming high
performers in their respective industries.
• Focus on results of customers: It is essential for enterprises to place a strong emphasis
on the results and outcomes that they provide for their clients or consumers. The
satisfaction of consumers leads to an increase in revenues and an improvement in the
overall performance of the business.
• Align the systems and structures: Businesses must match their methods, processes, and
all of their practices with their goals and strategies of the business, as well as their vision
and mission statements, if they wish to increase their performance.
Jothi Priya R and K. Balasaravanan
https://iaeme.com/Home/journal/IJM 2297 editor@iaeme.com
• Employee participation: Organizations should strive to achieve a high level of
participation among their workforces. It may accomplish this by delegating authority to
its talented people, allowing them to make their own decisions, valuing their originality
and ingenuity, and encouraging them to execute at a higher level of excellence.
• Sharing of Information: Internally, there should be open communication as well as a
dissemination of information from one person to another. Employees should be kept
informed of any changes and choices that are made, since this will enable the
organisation to perform better.[7]
3.4 Relationship between Talent Management and Organizational Performance
With high speed and competitiveness, talent in the twenty-first century has emerged as one of
the most significant pillars on which businesses and organisations rely to achieve their strategic
goals, not to mention that the demand for it has increased dramatically.[8] Essential knowledge
and strategies are provided through talent management practices that help organisations in
maintaining their performance for improvement and change. It also assists organisations in
determining and promoting the most talented employees who have the potential to become
future leaders whenever a vacant position is available. In addition to being concerned with
employee talent, talent management is also concerned with the development of that talent in
relation to the goals and objectives set by the organization, resulting in increased competitive
advantage and sustainability in the industry. A considerable impact on the durability of
organisational performance has been established by the vast majority of scholars that have
looked into the subject.[9]
4. REVIEW OF LITERATURE
Mohanaet al (2021) [10] investigated the composition of "Organization Performance" among
personnel in the Cement Industry of the Rayalaseema Region. The study found that personnel
acquisition & retention, learning & inspiring, performance management, remuneration,
succession planning and career development are contributing considerably the organisational
performance. To make a contribution, Bestoon Othmanet al (2021) [11] conducted an empirical
review of talent management in Kurdistan-Iraq with the goal of contributing. The proposed
hypotheses were tested using partial least squares tests, which were utilised to confirm their
validity. Talent management, talent recruitment, career management, talent retention, and
development processes are all found to have an impact on long-term organisational success, as
revealed by the findings of this investigation. Management should concentrate on recruiting
talent, managing career paths, keeping talent, and developing talent through training
programmes and job rotation to achieve long-term organisational success, according to the
conclusions of the current study. Muskan Nagi and Yousif Mohammed Ali (2020) [12]
highlighted that, in today's world, organisations are in a state of intense competition with one
another; the most crucial issue for organisations is to ensure that their employees deliver
flawless performance. Thus, talent management is becoming increasingly relevant and
receiving greater attention around the world. It is critical for a firm to establish a great employer
brand in order to attract and retain outstanding employees. Talented individuals must make a
major contribution to their organisations and serve as the driving force behind those
organisations through their proficiency and capacity to fulfil the organization's objectives. The
study is done to investigate the influence of talent management on KMC employees’
performance. According to the findings, there is a statistically significant association between
talent management and employee performance.
Influence of Talent Management Practices on Organizational Performance A Study with
Reference to it Sector in Chennai
https://iaeme.com/Home/journal/IJM 2298 editor@iaeme.com
4.1 Research Gap
The researcher seeks to fill the gaps in the studies of talent management practices by using
additional performance metrics other than talent attraction and talent retention, such as
workforce planning, leadership development and motivation, to determine the relationship
between talent management practices and organisational performance. Previous studies went
into great detail about the talent management practices that different IT firms thought were
crucial, however, they did not go into detail about how these practices improved organisational
performance. Also, the majority of studies analysing the link between talent management
approaches and business performance have been undertaken in other countries and other
industries. Hence the researcher seeks to fill these gaps by doing the study on selected IT
organizations in Chennai.
5. STATEMENT OF THE PROBLEM
Nothing is more important in the IT industry than placing the right individual in the appropriate
position. When people do jobs that do not suit their preferences, inclinations or temperament
will be catastrophically apparent, rather than pointing the factors that are lacking. According to
the literature study, talent management programmes aim to develop and retain high-potential
individuals, providing businesses with a talent management source and a competitive human
resource advantage, both of which influence organisational performance. In the IT industry of
Chennai, it has become vital to identify and define critical roles and Talent Management in
managerial roles, and the researcher performed a study to examine their talent management
procedures. In the industry, there has been recent attrition, low productivity, unhappiness, and
other undesirable conduct. This research helps to uncover the aspects that can help to eradicate
these negative behaviours and improve the performance of the organization, both financially
and non-financially.
6. OBJECTIVES OF THE STUDY
• To provide a fundamental grasp of talent management in IT industry
• To identify the variables for the study of talent management practices in IT industry
• To find the relationship between socio-demographic factors of respondents and their
perception towards talent management practices in IT industry
• To determine the correlation between talent management practices and organizational
performance in IT sector
7. NEED FOR THE STUDY
Companies' workforces must now learn as many skills as required in order to compete with
their competition. Though the demand for talent management is increasing, the supply of
talented persons is far more than the demand. To close this gap, businesses must offer
exceptional chances that will entice people to grow their skills. It is a situation of action and
reaction. Despite the fact that there are numerous aspects that contribute to an organization's
performance, there is a need to research the factors that lead to good talent management
strategies. Successful talent management techniques can benefit the business by attracting,
developing, evaluating, and retaining the best personnel for both the organization's and the
talented individual's success. With regard to the business context, the current study assists IT
firms in understanding the various aspects that swiftly enhance the retention of outstanding
individuals, as well as other factors that are typically short-term and unproductive. The various
obstacles that management of IT sector encounter have been investigated and ranked based on

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INFLUENCE OF TALENT MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE A STUDY WITH REFERENCE TO IT SECTOR IN CHENNAI

  • 1. https://iaeme.com/Home/journal/IJM 2293 editor@iaeme.com International Journal of Management (IJM) Volume 11, Issue 8, August 2020, pp. 2293-2308, Article ID: IJM_11_08_200 Available online at https://iaeme.com/Home/issue/IJM?Volume=11&Issue=8 ISSN Print: 0976-6502 and ISSN Online: 0976-6510 DOI: https://doi.org/10.34218/IJM.11.8.2020.200 © IAEME Publication Scopus Indexed INFLUENCE OF TALENT MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE A STUDY WITH REFERENCE TO IT SECTOR IN CHENNAI Jothi Priya. R Research Scholar, PG and Research Department of Management, Rajagiri Dawood Batcha College of Arts and Science, (Affiliated to Bharathidasan University), Papanasam, Tamil Nadu, India Dr. K. Balasaravanan Assistant Professor, PG and Research Department of Management, Rajagiri Dawood Batcha College of Arts and Science, (Affiliated to Bharathidasan University), Papanasam, Tamil Nadu, India ABSTRACT By implementing talent management strategy, organizations would have the option to retain their skilled professionals while additionally working on their overall performance. It is the course of appropriately utilizing the ideal individuals, setting them up for future top positions, exploring and dealing with their performance, and holding them back from leaving the organization. It is employee performance that determines the success of every organization. The firm quickly obtains an upper hand over its rivals in the event that its employees having particular skills that cannot be duplicated by the competitors. Thus, firms are centred on creating successful talent management practices and processes to deal with the unique human resources. Firms are additionally endeavouring to keep their top/key staff since on the off chance that they leave; the whole store of information leaves the firm's hands. The study's objective was to determine the impact of talent management on organizational performance among the selected IT organizations in Chennai. The study recommends that talent management limitedly affects performance. On the off chance that this talent is appropriately management and implemented properly, organizations might benefit as much as possible from their maintained assets to support development and productivity, both monetarily and non-monetarily. Key words: Competency, IT organization, Organizational performance, Profitability, Talent management
  • 2. Influence of Talent Management Practices on Organizational Performance A Study with Reference to it Sector in Chennai https://iaeme.com/Home/journal/IJM 2294 editor@iaeme.com Cite this Article: Jothi Priya R and K. Balasaravanan, Influence of Talent Management Practices on Organizational Performance A Study with Reference to it Sector in Chennai, International Journal of Management (IJM), 11(8), 2020, pp. 2293-2308. https://iaeme.com/Home/issue/IJM?Volume=11&Issue=8 1. INTRODUCTION Human resource experts are not generally exclusively apprehensive about the day to day demands, remuneration, benefits, and staffing of their organizations. HR's capacity has developed altogether throughout the years to incorporate a wide scope of organizational drives, for example, training, employee improvement, variety and value in the working environment, fiasco arranging, reward management, and organizational technique formulation and execution. These organizational practices have immediate and aberrant intricacies, accordingly HR specialists should have the option to make due, measure, and grasp the nature and design of these frameworks. HR professionals are setting up more coordinated and key techniques to assist with meeting future organizational requirements as they keep on moving from a cycle arranged capacity to a more essential job inside endeavors. Human resource management is progressively zeroing in on talent management. This strategy was made to work on the most common way of recruiting and creating employees with the fundamental abilities and fitness to fulfil the organization's present requests. Today, an organization's prosperity is inseparably connected with its capacity to get to talent. Acquiring and retaining skilled individuals is a first concern for firms because of competition and shortage of accessible exceptionally talented and skilled employees. 2. BACKGROUND OF THE STUDY The total measure of intrinsic capacities, procured information, and skills addressed by the aptitudes and skills of an organization's workers is collectively called as human asset. To achieve individual and hierarchical objectives, HR ought to be taken advantage of to the furthest reaches possible. The sum and nature of an employee within an organization are straightforwardly connected to its exhibition and creation. The essential objective of talent management is to get ready associations for the future by planning and developing human resources to address the deficiencies of numerous potential abilities they might experience. ” In today's highly competitive and dynamic business world, it is extremely difficult for a company to prosper and subsequently maintain its position. Competitors can mimic any product, service, business strategy, or even marketing campaign, thus talent management becomes critical. Because business leaders and shareholders realise the link between maintaining the finest personnel and attaining the best performance, the way an organisation manages its talent can be a turning point for the firm. As a result, a study into the impact of talent management practices on organisational performance in selected IT sector in Chennai is required. 3. TALENT MANAGEMENT Individuals are the most valuable resource in any organisation. Employees are an organization's most valuable resource. Talent management can be defined as the process of recruiting for, training, managing, developing, evaluating, and retaining this most valuable resource. In today's competitive environment, effective talent management is one of the most significant factors influencing an organization's ability to succeed and expand. In this highly competitive market, it has become critical for enterprises to ensure that their talent management activities are aligned with their overall company objectives. They should also create a culture in which talented individuals are provided with numerous professional development options in order for them to
  • 3. Jothi Priya R and K. Balasaravanan https://iaeme.com/Home/journal/IJM 2295 editor@iaeme.com perform at their highest levels. It is only the top/key talent that adds to the productivity of the business, as they are responsible for generating revenues by adding value to their clients' experiences. As a result, given that the success and performance of any organisation are based on how well a firm manages and retains its talent pool, appropriate measures should be taken to implement the best talent management practises available in the industry, which will assist the organisation in obtaining an advantage over its competitors and, more importantly, in ensuring that the organisation is consistently one step ahead of its competitors. Talent has always been defined as the ability to create works that are unique and innovative, rather than simply the ability to complete a task efficiently; it also includes the diligence and development of skills and abilities over a person's lifetime.[1] A person's talent, according to the book “The War of Talent”, is the sum of his or her abilities, which include natural skills and abilities as well as information, knowledge, experience, character, and conduct. In this way, it is confirmed that the concept of talent refers to an individual's ability to learn and create as they advance through their respective professions.[2] Talent management has been defined as the execution of coordinated systems that are executed to improve and support the performance of an organisation by further developing methodologies for enlisting, retaining, creating, and benefiting from people who have the fundamental capabilities and abilities to meet current and future business requirements.[3] Talent management is considered to be a component of human resource management methodologies. Employers can improve their overall productivity, performance, as well as increase their profits and revenues by implementing an essential talent management strategy. 3.1 Importance of Talent Management Organizations must find a balance between having brilliant individuals on their payroll and utilising their strengths to gain a competitive edge.[4] Decisions about talent management contribute to the improvement of talent in an organisation and the improvement of the business design quality, which in turn persuades the choices made by individuals working in the organization.[5] Moreover, it sharpens employees' abilities and provides them with professional development chances, assuring employers that well-trained staff will improve the reputation and overall performance of the organisation. The technique of attracting, recruiting, retaining, and developing intellectual capital should be adopted by every business wishing to improve its competitive position and boost its productivity.[6] 3.2 The Influence of Talent Management in The IT Sector In the ever changing and globally competitive market that is the information technology sector, talent management is critical. Thus, the information technology industry has developed a variety of talent management methods. When it comes to this profession, attracting and retaining high-quality personnel is a never-ending task in talent management, in addition to expanding their talents, and consistently inspiring them to enhance their performances. To achieve a competitive edge, talent management in the information technology sector focuses on the following areas: • To stay competitive: Companies may remain competitive by investing in and growing their employees' abilities. As a result, organisations become stronger and more prepared to deal with new skills and changes. • To improve business performance: When a company has top professionals on its team, it can achieve any goal. When three critical components such as speedy talent allocation, smart human resource management, and a great employee experience are combined, talent management becomes the most successful instrument.
  • 4. Influence of Talent Management Practices on Organizational Performance A Study with Reference to it Sector in Chennai https://iaeme.com/Home/journal/IJM 2296 editor@iaeme.com • To drive innovation: New technologies are consistently successful in the marketplace. Talented individuals are able to come up with innovative solutions to challenges by utilising the capabilities of new tools in a variety of ways. They may also come up with original concepts. • To form productive teams: Companies will be able to establish productive teams if they have an effective talent management plan in place. This is more important than simply having a group of people that are creative and skilled working in the organisation. • To lead a strong employer branding: Effective talent management helps modern firms to build strong employer branding. This assists the organisation in attracting the most qualified candidates for future recruitment. • To inspire growth: Companies that have inspiring talent in their ranks will inspire and assist their other employees in their personal and professional development. • To reduce employee turnover: Employee turnover is reduced as a result of talent management in information technology companies. Employees are less inclined to quit for other organisations to pursue other chances when they feel valued at a company and know they will have plenty of opportunities to grow within it. 3.3 Organizational Performance In today's business environment, one of the most difficult challenges for management is attracting and retaining a workforce committed to enhancing the organization's performance. In order to grow and progress in this competitive sector, any organization's key goal is to offer consistent and dependable results on a regular basis. Consequently, while evaluating businesses and their actions, organisational performance is the most crucial criterion to take into consideration. Every organisation requires talented workers in order to boost production and maximise the overall performance of the organisation. Organizations can only achieve a long-term competitive advantage over their competitors if their human resources are inventive and creative in their approach. When the entire market growth is examined across the globe, it is evident that businesses can reach the best potential market position. and achieve the best possible business outcomes if they prioritise the development of themselves and their people, as well as the delivery of differentiated products and services to their customers, among other things. As a result, in order to accomplish this, talents must be recognized by the management to analyse their potential, and develop their skills and abilities in accordance with their findings. There are several aspects that have been discovered by the researchers as contributing to the overall performance of the organisations, including: • Continuous learning: People must be able to learn, learn, and learn again. Organizations must build processes that enable their employees to develop their knowledge through continuous learning. A culture like this immensely assists firms in becoming high performers in their respective industries. • Focus on results of customers: It is essential for enterprises to place a strong emphasis on the results and outcomes that they provide for their clients or consumers. The satisfaction of consumers leads to an increase in revenues and an improvement in the overall performance of the business. • Align the systems and structures: Businesses must match their methods, processes, and all of their practices with their goals and strategies of the business, as well as their vision and mission statements, if they wish to increase their performance.
  • 5. Jothi Priya R and K. Balasaravanan https://iaeme.com/Home/journal/IJM 2297 editor@iaeme.com • Employee participation: Organizations should strive to achieve a high level of participation among their workforces. It may accomplish this by delegating authority to its talented people, allowing them to make their own decisions, valuing their originality and ingenuity, and encouraging them to execute at a higher level of excellence. • Sharing of Information: Internally, there should be open communication as well as a dissemination of information from one person to another. Employees should be kept informed of any changes and choices that are made, since this will enable the organisation to perform better.[7] 3.4 Relationship between Talent Management and Organizational Performance With high speed and competitiveness, talent in the twenty-first century has emerged as one of the most significant pillars on which businesses and organisations rely to achieve their strategic goals, not to mention that the demand for it has increased dramatically.[8] Essential knowledge and strategies are provided through talent management practices that help organisations in maintaining their performance for improvement and change. It also assists organisations in determining and promoting the most talented employees who have the potential to become future leaders whenever a vacant position is available. In addition to being concerned with employee talent, talent management is also concerned with the development of that talent in relation to the goals and objectives set by the organization, resulting in increased competitive advantage and sustainability in the industry. A considerable impact on the durability of organisational performance has been established by the vast majority of scholars that have looked into the subject.[9] 4. REVIEW OF LITERATURE Mohanaet al (2021) [10] investigated the composition of "Organization Performance" among personnel in the Cement Industry of the Rayalaseema Region. The study found that personnel acquisition & retention, learning & inspiring, performance management, remuneration, succession planning and career development are contributing considerably the organisational performance. To make a contribution, Bestoon Othmanet al (2021) [11] conducted an empirical review of talent management in Kurdistan-Iraq with the goal of contributing. The proposed hypotheses were tested using partial least squares tests, which were utilised to confirm their validity. Talent management, talent recruitment, career management, talent retention, and development processes are all found to have an impact on long-term organisational success, as revealed by the findings of this investigation. Management should concentrate on recruiting talent, managing career paths, keeping talent, and developing talent through training programmes and job rotation to achieve long-term organisational success, according to the conclusions of the current study. Muskan Nagi and Yousif Mohammed Ali (2020) [12] highlighted that, in today's world, organisations are in a state of intense competition with one another; the most crucial issue for organisations is to ensure that their employees deliver flawless performance. Thus, talent management is becoming increasingly relevant and receiving greater attention around the world. It is critical for a firm to establish a great employer brand in order to attract and retain outstanding employees. Talented individuals must make a major contribution to their organisations and serve as the driving force behind those organisations through their proficiency and capacity to fulfil the organization's objectives. The study is done to investigate the influence of talent management on KMC employees’ performance. According to the findings, there is a statistically significant association between talent management and employee performance.
  • 6. Influence of Talent Management Practices on Organizational Performance A Study with Reference to it Sector in Chennai https://iaeme.com/Home/journal/IJM 2298 editor@iaeme.com 4.1 Research Gap The researcher seeks to fill the gaps in the studies of talent management practices by using additional performance metrics other than talent attraction and talent retention, such as workforce planning, leadership development and motivation, to determine the relationship between talent management practices and organisational performance. Previous studies went into great detail about the talent management practices that different IT firms thought were crucial, however, they did not go into detail about how these practices improved organisational performance. Also, the majority of studies analysing the link between talent management approaches and business performance have been undertaken in other countries and other industries. Hence the researcher seeks to fill these gaps by doing the study on selected IT organizations in Chennai. 5. STATEMENT OF THE PROBLEM Nothing is more important in the IT industry than placing the right individual in the appropriate position. When people do jobs that do not suit their preferences, inclinations or temperament will be catastrophically apparent, rather than pointing the factors that are lacking. According to the literature study, talent management programmes aim to develop and retain high-potential individuals, providing businesses with a talent management source and a competitive human resource advantage, both of which influence organisational performance. In the IT industry of Chennai, it has become vital to identify and define critical roles and Talent Management in managerial roles, and the researcher performed a study to examine their talent management procedures. In the industry, there has been recent attrition, low productivity, unhappiness, and other undesirable conduct. This research helps to uncover the aspects that can help to eradicate these negative behaviours and improve the performance of the organization, both financially and non-financially. 6. OBJECTIVES OF THE STUDY • To provide a fundamental grasp of talent management in IT industry • To identify the variables for the study of talent management practices in IT industry • To find the relationship between socio-demographic factors of respondents and their perception towards talent management practices in IT industry • To determine the correlation between talent management practices and organizational performance in IT sector 7. NEED FOR THE STUDY Companies' workforces must now learn as many skills as required in order to compete with their competition. Though the demand for talent management is increasing, the supply of talented persons is far more than the demand. To close this gap, businesses must offer exceptional chances that will entice people to grow their skills. It is a situation of action and reaction. Despite the fact that there are numerous aspects that contribute to an organization's performance, there is a need to research the factors that lead to good talent management strategies. Successful talent management techniques can benefit the business by attracting, developing, evaluating, and retaining the best personnel for both the organization's and the talented individual's success. With regard to the business context, the current study assists IT firms in understanding the various aspects that swiftly enhance the retention of outstanding individuals, as well as other factors that are typically short-term and unproductive. The various obstacles that management of IT sector encounter have been investigated and ranked based on
  • 7. Jothi Priya R and K. Balasaravanan https://iaeme.com/Home/journal/IJM 2299 editor@iaeme.com the responses received from the respondents of the study. This allows the organization to prioritise which issues need to be handled first. The research also includes recommendations that can assist the firm in retaining talent. 8. SCOPE OF THE STUDY The current research focuses on the impact of certain talent management aspects on the organization's success. The study will concentrate on talent management from a global viewpoint, in the context of India, and with a particular focus on IT organizations in Chennai. It will also reveal the layers of retention methods to address the issues that companies experience as a result of the talent shortage in the market. The current research looks at how talent management affects overall organisational performance. The research is likely to help in a variety of ways, including motivating the employees at levels of the organization, transforming employees into outstanding leaders, producing ready successors, planning for future personnel needs, and developing and retaining brilliant people. It also aids HR executives and managers in comprehending the need for improvement in current talent management practices. 9. PROFILE OF STUDY UNITS IT Industries in Chennai More than 90% of the information technology sectors in Chennai are comprised of IT consulting firms that provide software solutions. These information technology parks have raised the overall economic livelihood and living standard. The presence of a large pool of educated individuals who are trained in the field of IT as well as the Tamil Nadu government's progressive initiatives, Tamil Nadu has achieved great success in the software sector in recent years.[13] • IBM: IBM is one of the most well-known information technology corporations in the world. More than 370,000 individuals are employed by the organisation in over 170 countries throughout the world, giving it a significant global presence. IBM was founded in 1911, and throughout the last 100 years of its existence, it has made a significant impact on the globe through its competence in the field of information technology. • Tech Mahindra: Tech Mahindra Limited is an Indian global technology company that was founded in 1984. It is a wholly owned subsidiary of the Mahindra Group of companies. In addition to having its headquarters in Pune and its registered office in Mumbai, Tech Mahindra also has a presence in Bangalore. It provides Information Technology (IT) and Business Process Outsourcing (BPO) services. According to the Fortune India 500 ranking, Tech Mahindra ranks 5th among Indian information technology businesses and 47th among Fortune Global 500 companies.[14] • Accenture: Accenture is an American-Irish multinational professional services corporation headquartered in Dublin, Ireland. In addition, it is a well-known Fortune Global 500 firm. During the fiscal year 2019, Accenture generated sales of 43.2 billion USD. The corporation employs a large number of people (4,92,000), which is a significant quantity. It provides services to a diverse range of clientele in more than 120 different countries.[15] 10. RESEARCH METHODOLOGY Research Design: The current study is a descriptive study, which means it will provide descriptive information. Because of the enormous amount of data acquired from survey
  • 8. Influence of Talent Management Practices on Organizational Performance A Study with Reference to it Sector in Chennai https://iaeme.com/Home/journal/IJM 2300 editor@iaeme.com research as well as secondary sources and presented in the research report, it is believed that 'descriptive research' would be the most appropriate method for the current investigation. Purpose of the study: The goal of this study was to determine the respondents' perceptions on the relationship between talent management and organisational performance in the information technology industry, with a specific focus on the IT sector and three IT organisations from Chennai as the sample. Study area: For reasons of time and financial resources limits on the part of the researcher, the study was restricted to the city of Chennai. Universe of the Study: The study's universe includes employees belonging to Middle Management and above cadre that are involved in talent management at the three IT businesses (Tech Mahindra, Accenture, and IBM) that were chosen for the study and are based in Chennai City. Sampling technique: Sampling techniques are ways for selecting a sample from a population by lowering the size of the population to a more manageable level. When judgments about the target population are being drawn, these sampling approaches are employed to draw those conclusions. In this particular study, it was agreed that the sample would be chosen at random. The sample method used in this study is a simple random sampling procedure, which can be found here. Sample size: The current study has a sample size of 247 respondents, which includes Middle Management and above cadre (Technology analyst, Senior Project manager, Deliver manager and Senior Delivery manager) that are involved with talent management in the three IT organisations that were chosen. 11. DATA COLLECTION 11.1 Primary Data The current research is mainly reliant on primary data, which was acquired by personal canvassing of schedules/questionnaires at the selected information technology firms. The information was gathered directly from the survey participants themselves. A questionnaire was distributed and collected with appropriate questions that were relevant to the topic of inquiry and provided opportunity for answers to be provided. There were 295 questionnaires distributed, and 247 questionnaires were returned and considered eligible for use in the research. The remaining questionnaires were deemed ineligible for use in the research and were discarded. The questionnaire is divided into two parts: the first part contains demographic information, and the second part contains variables pertaining to various dimensions of talent management and organisational performance in selected IT companies in Chennai. The first part contains demographic information, and the second part contains variables pertaining to various dimensions of talent management and organisational performance in selected IT companies in Chennai. The questionnaire was also constructed in a five-point Likert scale measure (i.e., from 5 strongly agree to 1 strongly disagree) in order to obtain the responses from the participants. A variety of secondary sources, including websites, relevant books and journals, topic-related texts, articles and reports, newspapers and bulletins as well as journals, were used to compile the secondary data for this report. 11.2 Variables of the Present Study Independent Variables - Workforce Planning, Leadership Development & Motivation Dependent Variables - Talent Management Practices & Organizational Performance
  • 9. Jothi Priya R and K. Balasaravanan https://iaeme.com/Home/journal/IJM 2301 editor@iaeme.com Reliability: The Cronbach's Alpha test was used to determine the internal consistency of several questionnaire variables. Table 1.1 summarises the findings of the Cronbach's Alpha test for the five variables of talent management. The Cronbach's Alpha reliability co-efficient was determined to be higher than the approved level of 0.7 for the final study in this study, and the facts are as follows: Table 1 Cronbach’s Alpha Reliability Statistics for Talent Management Practices Construct No. of Scale Items Cronbach Values for final Study Workforce Planning 3 0.859 Leadership Development 3 0.852 Motivation 3 0.774 Talent Management Practices 3 0.779 Organizational Performance 3 0.819 Overall value of entire construct 15 0.924 Source: Output from SPSS The results of the Cronbach's reliability test on the variables of talent attraction are shown in Table 1. The obtained Cronbach value for all the constructs is higher than the permissible result for the Cronbach's test, which is 0.7. Validity Test: In the study, both face and content validity were established. The investigator determined the face validity, while professionals in the field of investigation determined the content validity. It looks to measure whatever the researcher had in mind, namely, what he thought he was measuring, based on its face validity. 12. ANALYSIS AND INTERPRETATION OF DATA/ TOOLS AND TECHNIQUES The information gathered from primary sources was carefully structured and tallied in an appropriate manner, and statistical research methods were utilised to analyse the results. The data obtained in light of the analysis was analysed and interpreted using statistical approaches, graphical representations, and pictorial techniques. Descriptive Statistical Measures, Chi- square Test, and Correlation Coefficient were all utilised to examine the data. 12.1 Descriptive statistics - Personal Information The demographic profile of the respondents may be gleaned from table 1. Male respondents make up 76.9% of the sample, while female respondents make up 23.1 percent. 28.3 percent of them are between the ages of 25 and 35, 40.5 % are between the ages of 36 and 45, 16.2 percent are between the ages of 46 and 55, and 15 percent are beyond 55. 28.3% earn less than 12 lakhs, 58.7% earn between 13 and 15 lakhs, 9.3% earn between 16 and 18 lakhs, and 3.6 percent earn more than 18 lakhs each year. 41.7 percent of responders are PGs, 34% are CA/ICWAs, and 24.3 percent are professionals. Only 4% of respondents had more than 16 years of experience, with about 17% having 5–10 years of experience, 78.9% having 11–15 years, and only 7% having more than 16 years of experience. Senior project managers and delivery managers account for 38.5 percent of responders, while technology analysts account for 17.8 percent and senior delivery managers for 5.3 percent.
  • 10. Influence of Talent Management Practices on Organizational Performance A Study with Reference to it Sector in Chennai https://iaeme.com/Home/journal/IJM 2302 editor@iaeme.com Figure 1 Age, Gender, Experience, Designation, Education, Annual Income Source – Primary Data 12.2 Correlation Test Hn1: There is no statistically significant association between workforce planning and talent management techniques. Ha1: There is statistically significant association between workforce planning and talent management techniques.
  • 11. Jothi Priya R and K. Balasaravanan https://iaeme.com/Home/journal/IJM 2303 editor@iaeme.com Table 2 Talent Management Practices and Workforce Planning Workforce Planning Talent Management Practices Workforce Planning Correlation 1 0.651** Sig. 0.000 N 247 247 Talent Management Practices Correlation 0.651** 1 Sig. .000 N 247 247 **@ 0.01 level Analysis & Interpretation The value of the coefficient of correlation between workforce planning and talent management practices is 0.651, as shown in table 2. It denotes the existence of a positive relationship between two variables. At a 1% level of significance, the resulting coefficient of correlation is judged to be significant. As a result, the null hypothesis is ruled out, whereas the alternative hypothesis is accepted. It appears reasonable to conclude that workforce planning and talent management practises are intertwined. It means that these two sets of variables, i.e. workforce planning and talent management practices have a strong link. Correlation Test Hn2: Organizational performance and motivation do not appear to have a statistically meaningful link. Ha2: Organizational performance and motivation do appear to have a statistically meaningful link. Table 3 Motivation and Organizational Performance Motivation Organizational Performance Motivation Correlation 1 0.792** Sig. .000 N 247 247 Organizational Performance Correlation 0.792** 1 Sig. .000 N 247 247 **@ 0.01 level Analysis & Interpretation Table 3 shows that the correlation coefficient between motivation and organizational performance is 0.792. It indicates that there is a affirmative association between two factors. The resultant coefficient of correlation is considered significant at a 1% level of significance. As a consequence, the null hypothesis is rejected, while the alternative hypothesis is accepted. It is acceptable to draw the conclusion that motivation and organizational performance are linked. It implies that these two sets of factors, namely motivation and organizational performance, are inextricably linked.
  • 12. Influence of Talent Management Practices on Organizational Performance A Study with Reference to it Sector in Chennai https://iaeme.com/Home/journal/IJM 2304 editor@iaeme.com Correlation Test Hn3: Talent management techniques do not appear to have a statistically significant association with organisational success. Ha3: Talent management techniques do appear to have a statistically significant association with organisational success. Table 4 Talent Management Practices and Organizational Performance Talent Management Practices Organizational Performance Talent Management Practices Correlation 1 0.594** Sig. .000 N 247 247 Organizational Performance Pearson Correlation 0.594** 1 Sig. .000 N 247 247 **@ 0.01 level Analysis and Interpretation The correlation coefficient among talent management practises and organisational performance is 0.594, as shown in Table 4. It suggests that two variables have a positive relationship. At a 1% significant level, the resulting correlation analysis is considered significant. The null hypothesis is thus invalidated, while the alternative hypothesis is accepted. It is acceptable to draw the conclusion that talent management practices and organizational performance are linked. It implies that these two sets of factors, namely talent management practices and organizational performance, are inextricably linked. Correlation Test Hn4: There is no statistically significant association between the growth of leadership and motivation. Ha4: There is a considerable relationship between the development of leaders and the motivation of employees. Table 5 Leadership Development and Motivation Leadership Development Motivation Leadership Development Correlation 1 0.752** Sig. .000 N 247 247 Motivation Correlation 0.752** 1 Sig. .000 N 247 247 **@ 0.01 level
  • 13. Jothi Priya R and K. Balasaravanan https://iaeme.com/Home/journal/IJM 2305 editor@iaeme.com Analysis and Interpretation The correlation coefficient between leadership development and motivation is 0.752, as seen in Table 5. It suggests that two variables have a positive relationship. At a 1% level of significance, the resulting coefficient of correlation is deemed significant. The null hypothesis is therefore rejected, whereas the alternative hypothesis is accepted. It's reasonable to conclude that leadership development and motivation are intertwined. It indicates that these two aspects, leadership development and motivation, are inexorably intertwined. 12.3 Chi-Square Test Hn5 - There is no statistically significant association between the respondents' age and their income. Ha5 - There is a statistically significant association between the respondents' age and their income. Table 6 Age and Income factors Factors Values df Sig. Inference Chi-Square 340.583a 9 0.000 Significant at 5% level Likelihood Ratio 336.860 9 0.000 Linear-by-Linear Association 89.920 1 0.000 Number of Valid Cases 247 *@ 5% level Analysis & Interpretation As the P-value is smaller than our chosen level (0.05), the null hypothesis is rejected and the alternate hypothesis is accepted, as shown in Table 6. The Pearson Chi-square value is 340.583, with 9 degrees of freedom and a level of significance at 5%, indicating that there is a relationship between age and income. Chi-Square Test Hn6 - There is no high correlation between respondents' education and designation. Ha6- There is high correlation between respondents' education and designation. Table 7 Education and Designation factors Factors Values df Sig. Inference Chi-Square 156.176a 6 0.000 Significant at 5% level Likelihood Ratio 198.930 6 0.000 Linear-by-Linear Association 63.577 1 0.000 Number of Valid Cases 247 *@ 5% level Analysis & Interpretation With the P-value being smaller than our chosen level (0.05), the null hypothesis is rejected and the alternate hypothesis is accepted, as depicted in Table 6. The Pearson Chi-square value is 156.176, with 6 degrees of freedom and a 5% threshold of significance, and it can be summed up that the designation factor is related to education factor.
  • 14. Influence of Talent Management Practices on Organizational Performance A Study with Reference to it Sector in Chennai https://iaeme.com/Home/journal/IJM 2306 editor@iaeme.com 13. IMPLICATIONS The talent management programme is more than a tool for managers. It is a paradigm shift in how they should view and position individuals in the workplace. Managers should be mindful that newer generations of employees, particularly millennial, are considered to have much lower levels of dedication to their jobs (Glazer et al., 2019).[16] More autonomy, respect, and acknowledgment are routinely requested. Furthermore, it has been claimed that following the COVID 19 pandemic, employees' behaviour and expectations may shift dramatically (Carnevale, & Hatak, 2020).[17] As a result, managers should be more efficient in launching TM initiatives and focusing on how to motivate, develop, and retain new personnel. 14. LIMITATIONS OF THE STUDY The following are some of the study's limitations: • The study was limited to Chennai city of Tamil Nadu. Hence, the conclusions obtained many not be applicable to other states. • The survey approach used to collect data for this study has its own set of limitations. • Only 247 middle level managers and above cadre from the IT industry were chosen from the population to provide first-hand information. It was not possible to contact more than the selected number of respondents due to time and financial restrictions. Thus, the generalisation of the study's conclusions is hampered by these constraints. • The survey received a slow response from the respondents, who were mostly busy senior level managers of IT sector. • Most IT companies regard some information to be confidential, thus they could not divulge much of it. 15. FINDINGS • The bulk of the 247 people who took part in the poll were men between the ages of 36 and 45. The majority of the respondents are postgraduates who work as senior project managers and delivery managers and earn between 13 and 15 lakhs a year. The responders had an average of 11 to 15 years of job experience. • The correlation analysis between the variables shows that at a 1% level of significance, the resulting coefficient of correlation is judged to be significant. Workforce planning and talent management practises, motivation and organisational performance, and leadership development and motivation, talent management practises and organisational performance all have a strong link. • Chi-Square test reveals that there is significant relationship between age and income, education and designation factors of the respondents. 16. SUGGESTIONS There will be significant growth in organisational performance if firms are able to successfully manage their people. It is critical for any firm to motivate employees by acknowledging their accomplishments. To improve performance, it is critical to have effective incentive and recognition practises in place. Employees are motivated when their performance is recognised and their efforts are appreciated, which leads to organisation. Retaining talented individuals in the organisation is a prerequisite for the organization's success. The regulations described above assist the organisation in retaining talented personnel who effectively contribute to improved organisational performance. Employees in the IT field should be given short-term regular
  • 15. Jothi Priya R and K. Balasaravanan https://iaeme.com/Home/journal/IJM 2307 editor@iaeme.com assignments with defined objectives, which will help them develop their talent and inspire them to meet the organization's goals. 17. CONCLUSION The findings of this study are based on a data analysis of talent management practices in the IT industry and their impact on organisational performance. Talent management is favourably associated to total organisational performance, according to the analysis and study. In today's world, talent management, despite being a relatively new idea, is tremendously significant. As previously said, Talent Management plays a critical role in the achievement of overall organisational performance by ensuring that HR objects, functions, and processes are aligned with the overall performance of the organisation. IT organisations must prioritise Talent Management Practices as a human resource-oriented business dealing with employee talent to ensure that their organization's performance levels peak and remain at a high level throughout. Thus, it can be concluded that talent management has a significant partial impact on organisational performance, and all IT companies should incorporate it into their business plans or strategies to improve effectiveness, profitability, and revenue growth, allowing them to be more successful and gain a competitive advantage in this changing business environment and economy. REFERENCES [1] Zisulescu, ¸S. Aptitudini ¸si (1971) Talente; Didactică ¸siPedagogică Publishing House: Bucharest, Romania, 1971. [2] Michaels, E.; Handfield-Jones, H.; Axelrod, B. (2001) The War for Talent; Harvard Business School Press: Boston, MA, USA, 2001. [3] Cheese, P.; Thomas, R.J.; Craig, E. (2007) The Talent Powered Organization: Strategies for Globalization, Talent Management and High Performance; Kogan Page: New York, NY, USA, 2007. [4] Lawler, E.E III (2009). Make Human Capital A Source of Competitive Advantage. Organisational Dynamics, Vol 38, No.1, Pp 1-7 [5] Lewis and Heckman, (2006) Talent Management: A Critical Review. HRM Review, Vol 16, No.2, Pp139-154 [6] Beatty, M. A., and Becker,B. E., (2005). “A Players” or ‘A’ Positions?. Harvard Business Review, Vol 83, No.12, Pp 110-117 [7] Puja Sareen and Shikha Mishra (2016) A Study of Talent Management and Its Impact on Performance of Organizations, IOSR Journal of Business and Management (IOSR-JBM) e- ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 18, Issue 12. Ver. III (December. 2016), PP 66-73 [8] Almaaitah, M., Alsafadi, Y., Altahat, S., & Yousfi, A. (2020). The effect of talent management on organizational performance improvement: The mediating role of organizational commitment. Management Science Letters, 10(12), 2937-2944 [9] Dahshan, M., Keshk, L., &Dorgham, L. S. (2018). Talent management and its effect on organization performance among nurses at shebinel-kom hospitals. International Journal of Nursing, 5(2), 108-123
  • 16. Influence of Talent Management Practices on Organizational Performance A Study with Reference to it Sector in Chennai https://iaeme.com/Home/journal/IJM 2308 editor@iaeme.com [10] Mohana, M. Rama Kumari, P. Subramanyam (2021) Talent Management Practices and Sustainable Organizational Performance in Cement Industry, Journal of Management and Science 11(3) (2021) 48-54 [11] Bestoon Othman, Ako Muhammad Kareem, Pshtiwan Fadhil Sidiq and Mohammed Nawzad Sabir (2021) The effect of implementation talent management practices on sustainable organizational performance: evidence from kurdistan-Iraq, Review of International Geographical Education, ISSN: 2146-0353 © RIGEO 11(10), SPRING, 2021, Online 11(10):2998-2309 [12] Muskan Nagi and Yousif Mohammed Ali (2020) The Effect of Talent Management Practices on Employee Performance, nternational Journal of Management (IJM) Volume 11, Issue 9, September 2020, pp. 1281-1287, Article ID: IJM_11_09_123 [13] Thanjai Nalankilli, (2001). Indian Government Chokes Software Industry in Tamil Nadu. Tamil Tribune, Retrieved on 25th April 2016, www.tamiltribune.com/01/0301.html [14] Fortune Global. (2020). The world’s Biggest companies Report (3). Fortune Global organization [15] Fortune Global 500. (2020). The world’s Biggest companies 2020 report. (12). Fortune Global Organization. [16] Glazer, S., Mahoney, A. C. & Randall, Y. (2019), Employee development's role in organizational commitment: a preliminary investigation comparing generation X and millennial employees, Industrial and Commercial Training, 51(1), [17] Carnevale, J. B., & Hatak, I. (2020). Employee adjustment and well-being in the era of COVID- 19: Implications for human resource management. Journal of Business Research, 116, 183-187.