Employee Profile & Perception of Talent Management in Indian Organizationsiosrjce
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
1Talent Retention and Organizational Performance A Competitiv.docxvickeryr87
1Talent Retention and Organizational Performance: A Competitive Positioning 2016 24 1
Talent Retention and Organizational
Performance: A Competitive
Positioning in Nigerian Banking Sector
Samson Ibidunni1, Omotayo Osibanjo1, Anthonia Adeniji1,
Odunayo Paul Salau1*, Hezekiah Falola1
Received 08 February 2015; accepted after revision 07 May 2015
Abstract
The study examined how best an organization can retain and
manage talented employees to ensure survival and growth
in the banking industry. The descriptive research design was
adopted. The survey sample size was one hundred and eighty
five (185) and was analysed as a whole. Self-administered
questionnaire was adopted in order to obtain adequate and
valid data for the study and the responses obtained were sub-
jected to some analyses with the use of Statistical Package for
Social Sciences (SPSS) AMOS 21, with the adoption of Struc-
tural Equation Modelling (SEM) to obtain correlation between
observed variables and also regression between the dependent
and independent constructs of the study. However, the results
from the survey indicate that pay has positive significant impli-
cations on employees’ commitment and involvement. This sug-
gests that decision makers should incorporate these variables
(salary, bonus, incentives, reward, and profit sharing) into their
employment relation strategies and policies which ultimately
lead to increase the level of commitment and involvement
among the employees.
Keywords
retention, motivation, survival, pay, commitment, involvement
1 Introduction
Nowadays organizations realize that people, intellectual
capital, and talent are ever more critical to organizational
success. Most organisations have become poachers of talent,
instead of developers of talent. As soon as organization identi-
fies a talent, it becomes imperative to stimulate talent develop-
ment and management that increases competitive advantage.
Continue success of any organisation is dependent on the
employees’ contribution and commitment (Baum and Kokkro-
nikal, 2005). The talent it possesses in the form of its employ-
ees skills and comptencies, leading to organisational capability
(Boudreau and Ramstad, 2005), has become the key to suc-
cess in todays highly competitive business environment (Lock-
wood, 2006). Stockley (2013), defines talent retention as the
mindful, thoughtful approach embark on to fascinate, improve,
attract and retain people with the skills and abilities to meet
current and future contingencies of the organizations. Talent
retention is concerned with staffing, identification of skills and
abilities, retention, supervision and management, development
of employees to increase performance. Thus, talent retention
as a wider concept focuses on how best an organization can
entice, preserve, attract, improve, manage, retain and maintain
necessary talent (D’Annunzio-Green, 2008).
Boudreau and Ramstad (2005) establish that a larger percent-
a.
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...IAEME Publication
The goal of this study was to see how talent management affected employee retention in the selected IT organizations in Chennai. The fundamental issue was the difficulty to attract, hire, and retain talented personnel who perform well and the gap between supply and demand of talent acquisition and retaining them within the firms. The study's main goals were to determine the impact of talent management on employee retention in IT companies in Chennai, investigate talent management strategies that IT companies could use to improve talent acquisition, performance management, career planning and formulate retention strategies that the IT firms could use. The respondents were given a structured close-ended questionnaire with the 5 Point Likert Scale as part of the study's quantitative research design. The target population consisted of 289 IT professionals. The questionnaires were distributed and collected by the researcher directly. The Statistical Package for Social Sciences (SPSS) was used to collect and analyse the questionnaire responses. Hypotheses that were formulated for the various areas of the study were tested using a variety of statistical tests. The key findings of the study suggested that talent management had an impact on employee retention. The studies also found that there is a clear link between the implementation of talent management and retention measures. Management should provide enough training and development for employees, clarify job responsibilities, provide adequate remuneration packages, and recognise employees for exceptional performance.
Article on employee retention & attritionSivajiSamireddi
The study was conducted with 60 Executive employees to know the reasons of leaving and the company wanted to retain the talented minds by fulfilling their expectations. Accordingly, the main reasons and factors were identified and suggested suitably for the betterment of the organisation.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The Journal will bring together leading researchers, engineers and scientists in the domain of interest from around the world. Topics of interest for submission include, but are not limited to
Employee Profile & Perception of Talent Management in Indian Organizationsiosrjce
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
1Talent Retention and Organizational Performance A Competitiv.docxvickeryr87
1Talent Retention and Organizational Performance: A Competitive Positioning 2016 24 1
Talent Retention and Organizational
Performance: A Competitive
Positioning in Nigerian Banking Sector
Samson Ibidunni1, Omotayo Osibanjo1, Anthonia Adeniji1,
Odunayo Paul Salau1*, Hezekiah Falola1
Received 08 February 2015; accepted after revision 07 May 2015
Abstract
The study examined how best an organization can retain and
manage talented employees to ensure survival and growth
in the banking industry. The descriptive research design was
adopted. The survey sample size was one hundred and eighty
five (185) and was analysed as a whole. Self-administered
questionnaire was adopted in order to obtain adequate and
valid data for the study and the responses obtained were sub-
jected to some analyses with the use of Statistical Package for
Social Sciences (SPSS) AMOS 21, with the adoption of Struc-
tural Equation Modelling (SEM) to obtain correlation between
observed variables and also regression between the dependent
and independent constructs of the study. However, the results
from the survey indicate that pay has positive significant impli-
cations on employees’ commitment and involvement. This sug-
gests that decision makers should incorporate these variables
(salary, bonus, incentives, reward, and profit sharing) into their
employment relation strategies and policies which ultimately
lead to increase the level of commitment and involvement
among the employees.
Keywords
retention, motivation, survival, pay, commitment, involvement
1 Introduction
Nowadays organizations realize that people, intellectual
capital, and talent are ever more critical to organizational
success. Most organisations have become poachers of talent,
instead of developers of talent. As soon as organization identi-
fies a talent, it becomes imperative to stimulate talent develop-
ment and management that increases competitive advantage.
Continue success of any organisation is dependent on the
employees’ contribution and commitment (Baum and Kokkro-
nikal, 2005). The talent it possesses in the form of its employ-
ees skills and comptencies, leading to organisational capability
(Boudreau and Ramstad, 2005), has become the key to suc-
cess in todays highly competitive business environment (Lock-
wood, 2006). Stockley (2013), defines talent retention as the
mindful, thoughtful approach embark on to fascinate, improve,
attract and retain people with the skills and abilities to meet
current and future contingencies of the organizations. Talent
retention is concerned with staffing, identification of skills and
abilities, retention, supervision and management, development
of employees to increase performance. Thus, talent retention
as a wider concept focuses on how best an organization can
entice, preserve, attract, improve, manage, retain and maintain
necessary talent (D’Annunzio-Green, 2008).
Boudreau and Ramstad (2005) establish that a larger percent-
a.
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...IAEME Publication
The goal of this study was to see how talent management affected employee retention in the selected IT organizations in Chennai. The fundamental issue was the difficulty to attract, hire, and retain talented personnel who perform well and the gap between supply and demand of talent acquisition and retaining them within the firms. The study's main goals were to determine the impact of talent management on employee retention in IT companies in Chennai, investigate talent management strategies that IT companies could use to improve talent acquisition, performance management, career planning and formulate retention strategies that the IT firms could use. The respondents were given a structured close-ended questionnaire with the 5 Point Likert Scale as part of the study's quantitative research design. The target population consisted of 289 IT professionals. The questionnaires were distributed and collected by the researcher directly. The Statistical Package for Social Sciences (SPSS) was used to collect and analyse the questionnaire responses. Hypotheses that were formulated for the various areas of the study were tested using a variety of statistical tests. The key findings of the study suggested that talent management had an impact on employee retention. The studies also found that there is a clear link between the implementation of talent management and retention measures. Management should provide enough training and development for employees, clarify job responsibilities, provide adequate remuneration packages, and recognise employees for exceptional performance.
Article on employee retention & attritionSivajiSamireddi
The study was conducted with 60 Executive employees to know the reasons of leaving and the company wanted to retain the talented minds by fulfilling their expectations. Accordingly, the main reasons and factors were identified and suggested suitably for the betterment of the organisation.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The Journal will bring together leading researchers, engineers and scientists in the domain of interest from around the world. Topics of interest for submission include, but are not limited to
A Study of Talent Management Practices and Strategies in the Service SectorDr. Amarjeet Singh
Talent management is a mechanism which involves hiring, assigning, transferring, growth and retaining of employees in the organisation. It is important because it ensures top talent is attracted and effective employee performance, employee’s engagement and retainment of top talent. A thorough review of the work carried out shows that businesses are experiencing a talent shortage in this competitive period, which has placed pressure on them to recruit the best talent and to ensure that workers enter the company and choose to remain in the organization rather than seeking opportunities elsewhere. The importance of the different components of talent management for employees was another unexplored area. Existing research has not been able to resolve the problem of defining the importance of the different talent management elements and the weighting they bear for employees. The problem of employee perception and management perception of the efficacy of talent management activities has also not been discussed, to address this gap the researcher has attempted to study talent management practices in service sector. The author followed a systematic approach to address the research questions, the literature was reviewed, in research methodology, primary data was collected through questionnaire which followed a sampling method accompanied by hypothesis testing which revealed that the effective practices boosts up the efficiency of the employees and performance of the organization too.
An Empirical Study of Human Capital Management and Employee Capabilitiesijtsrd
Human capital management HCM considers employees to be capital, which means that investing in them makes sense now will help the organization grow in the future. Human capital management assists company in hiring the right personnel. This will prevent from hiring employees that are unfit for the company. Workers abilities bring an organisation with an improvement in the forum. When workers progress to expand new abilities and develop on actual ones, this converts into enhanced growth and quality, secure climate company will cultivate the improvement over its challengers. The sensibility of a company is its capability to advance in feedback to consumer interest. Knowledgeable and proficient workers are more likely to feel more confident about their job position in the organisation because not only are they able to provide acquainted aid, they feel their point of view is appreciated.Employees skills, refinement, and involvement in an organisation are referred to as human capital. Because a talented workforce can lead to increased productivity, the talents have a monetary value. The human capital strategy recognises that not everyone possesses the same set of skills or experience. Also, the aspect of work can be enhanced by contributing to people’s discipline. This paper explores totally different aspects of human capital management and worker capabilities within the current state of affairs. Akriti Singh | Dr. Javed Alam "An Empirical Study of Human Capital Management and Employee Capabilities" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50318.pdf Paper URL: https://www.ijtsrd.com/management/other/50318/an-empirical-study-of-human-capital-management-and-employee-capabilities/akriti-singh
An Analysis of Selected Factors Influencing Talent Management in Public Secon...inventionjournals
Talent Management is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees. The goal of talent management is to create a high-performance, sustainable organization that meets its strategic and operational goals and objectives. This research therefore sought to explore the factors influencing talent management of Teachers Service Commission in Kenya in the public secondary schools with specific reference to Nyandarua West Sub- County. The overall objective was to examine the factors influencing talent management in schools with specific reference to Nyandarua west Sub- County. The specific objectives was to find out how organizational culture affects talent management, to establish the extent to which training and Development affects talent management, to assess whether workplace environment affect talent management and to establish the extent to which retention strategies affect talent management. The study adopted a descriptive survey design and targeted 25 schools in Nyandarua County. The target population was 25 principles, 350 teaching staff and 230 non-teaching staff. Stratified random sampling and purposive sampling was used in determining the sample size of 121 participants. Sampling was guided by Gay (1976) who postulates that sample size of 10% is considered minimum for large populations and 20% for small populations. The research instruments included questionnaire, an observation schedule and interview schedule. Descriptive data analysis was done for qualitative data while qualitative data was used to supplement interpretation of quantitative data. The findings are interpreted along the study objectives. The findings of the study are aimed to benefit the management of various organizations since they identify the challenges that hinder effective implementation of talent management. This study is of great benefit to the scholars since it has increase the body of knowledge in the field of talent management.
Investigating the main factors that influence employee retention at private u...AI Publications
This study aimed to examine the main factors influencing employee retention at private universities in Kurdistan. A quantitative method was used to analyze the data in this study, the researcher prepared questionnaire and distributed in the private universities. The survey was divided into two sections; the first section was demographic analysis which started with respondent’s age, gender, and level of education. The second section of survey consisted of 28 questions regarding factors affecting employee retention. A random sampling method was used in this study. The researcher distributed 140 questionnaires, 115 questionnaires were received and being completed properly and 25 questionnaires were missing. Participants were varied as for age, gender and level of education. The findings revealed that the highest value was for job security, which demonstrates that the degree of employee retention increases by their job security factors.
Human resource-management-essay-on-attracting-and-retaining-staffTotal Assignment Help
The aim of human resource management essay is to understand the attraction and retention of talent within communication sector organizations followed by its key challenges.
Chapter 15Cited Cascio, W. F., & Aguinis, H. (2019). Applied pEstelaJeffery653
Chapter 15:
Cited: Cascio, W. F., & Aguinis, H. (2019). Applied psychology in talent management (8th ed.). Retrieved from https://www.vitalsource.com
15 Training and Development Considerations in Design
Wayne F. Cascio, Herman Aguinis
Learning Goals
By the end of this chapter, you will be able to do the following:
15.1 Identify key factors that are driving the demand for well-designed and well-executed programs of workplace learning
15.2 Explain what training and development activities are
15.3 Illustrate the fundamental requirements of sound training practice
15.4 Assess training needs and specify training objectives
15.5 Describe features of the learning environment that facilitate learning and transfer
15.6 Specify key elements of successful team training
15.7 Incorporate classic principles of learning into all training designs
15.8 Integrate key elements that will maximize positive transfer of training to the job
Factors Driving the Increasing Demand for Workplace Training
Change, growth, and development are facts of organizational life. Young people entering the workforce today typically change jobs at least seven times by their late 20s as they strive to figure out what they like, what they are good at, and where they can fit in and stand out (Hirsch, 2016). At the same time, as we noted in more detail in Chapter 1, the number as well as the mix of people available to work are changing rapidly. Globally, there will be many more older than younger people (“The first world is aging,” 2015; Qi, 2017), and in the United States, by 2040 the non-Hispanic white population will drop below 50% (Toossi, 2012).
These workforce dynamics have two major implications for employers. First, since products and services can be copied, the ability of a workforce to innovate, refine processes, solve problems, and form relationships becomes an organization’s only sustainable advantage. Attracting, retaining, and developing people with critical competencies is vital for success. Second, the task of managing a culturally diverse workforce, of harnessing the motivation and efforts of a wide variety of workers, will present a continuing challenge. Ongoing training and development initiatives are critical to meeting the need for competent, well-functioning workforces. The following four trends are driving the demand for well-designed and well-executed programs of workplace learning (Cascio, 2017):
Growing demands for personal and professional development. Among young adults, the most important feature they look for in a new job is the opportunity for continuous learning (Hirsch, 2016). From the perspective of organizations, surveys indicate a strong desire for employees who can “plug and play”—that is, perform with minimal on-the-job training. Unfortunately, only 11% of employers report that they have found such recruits (Abadzi, 2016; Coy, 2014; Weber, 2014). In addition to technical skills, employers are looking for p ...
The Impact of Human Resource Practices on Organizational Performance: A Study...AI Publications
The aim of this study to find the impact of human resource management practices on organizational performance of businesses located in Erbil. The research analyzed by applying quantitative method, I applied a structured survey as tool of this research. I distributed 100 questionnaires, but only 71 questionnaires I was able to receive. The findings showed that there is a positive relationship between human resource management practices and organizational performance.In my study, I have found the limitations, for instance the measurement of applying few of human resource management practices in order to measure organizational performance.Future studies can enhance the above research limitations and foresee a much detailed research study of the relation between human resource management practices by taking more practices intro consideration in order to measure and assess organizational performance.
Talent management and its impact on employee engagementShoaib Lalani
The purpose of this research is to find out how important is the relationship between the talent
management strategies and employee engagement. This paper is based on the academic literature
review of the popular research studies therefore it is a conceptual paper. The paper also includes
perception and opinion of Head of the Human Resource Department regarding the topic.
THE HUMAN RESOURCES MANAGEMENT STRATEGIES AND ITS ROLE IN THE ACHIEVEMENTindexPub
Human resource management is the effective and strategic management of an organization's people that helps in completing the required tasks in a timely manner to gain a competitive advantage. It helps in improving the efficiency of employees based on the quality of strategic choices made by the employer to achieve organizational goals. The following article discusses the role of human resources management in organizational development based on the implementation of tasks and processes required for effective workforce management. It can help an organization retain its employees for long-term business by completing its mission and vision objectives in a timely manner.
Role of Human Resource Management in the Productivity of Private Employeesijtsrd
Because a variety of human resource management HRM practices have an impact on workers performance, the function of employees inside organizations is crucial to their management and survival. Similar to this, the ultimate purpose of HRM is the process of recruiting, developing, and sustaining a competent and energized staff to meet the organizational goals and objectives. In this article, the researcher has made an effort to determine the relevance of HRM, to examine the role that HRM plays in an organizations productivity, and to examine the new challenges that face HRM in the twenty first century. In order to improve productivity and employee performance, the paper advises that HRM practices be properly implemented. The poll revealed that satisfied and happy employees perform better, which makes it easier for management to motivate them and aid the business in achieving its objectives. Sourav Basu "Role of Human Resource Management in the Productivity of Private Employees" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-4, August 2023, URL: https://www.ijtsrd.com/papers/ijtsrd59714.pdf Paper Url:https://www.ijtsrd.com/management/other/59714/role-of-human-resource-management-in-the-productivity-of-private-employees/sourav-basu
Effect of On-The-Job Training on Employee Performance in Kenya: Case of Mumia...paperpublications3
Abstract: The quality of the human resource of an organization is essential to its success. Thus, every organization must seek to improve the quality of its workforce. It is worth noting that in Mumias Sugar Company, most unskilled workers rise up to positions that require specific skills with specific duties. Even some cane cutters find themselves in positions requiring skills, therefore the need for on-the-job-training. It is in this respect that the current study sought to establish the effect of on-the-job-training on employee performance in Mumias Sugar Company; Kakamega County based on the study objectives. The objectives of the study were: To establish the effect of on-the-job-training to employee’s performance at Mumias Sugar Company Limited, to establish the effect of on-the-job-training to employees’ task requirement at Mumias Sugar Company Limited and lastly to establish the effect of on-the-job training to the employees’ satisfaction at Mumias Sugar Company Limited. This study adopted a descriptive research design. The target population for the study was 115 employees where a sample size of 90was selected using Krejcie and Morgan table of determining sample size for research activities. Data was derived through questionnaires distributed to selected employees as well as the finance and human resource managers. Data was analyzed using the chi-squire and presented using frequency tables. The study findings show that on-the-job-training programmes are more likely to enhance employee capability than without. There was a significant direct relationship between on-the-job-training maintained by the firm and employee task requirements. The study recommends that organizations should come up with on-the-job-training programmes that enhance employee efficiency and performance, that will make the employee to love the job he/she is undertaking hence providing employee satisfaction services which intend to increase profitability in the organization.
Influence of Compensation and Reward on Performance of Employees at Nakuru Co...iosrjce
Human Resource Development is concerned with the provision of learning, development and
training opportunities in order to improve individual, team and organizational performance. The objective of
the study was influence of compensation and reward on performance of employees at Nakuru county
government A survey was carried out within the 11 sub-counties in Nakuru County Government with the study
adapting a descriptive research design. Stratified random sampling technique was employed on a target
population of 6,400 respondents from the same geographical area of study. Simple random sampling was used
to select the respondents that formed a sample size of 98 respondents. Primary data was collected using
questionnaires and interview schedules with a combination of open and closed questions. Statistical Package for
Social Sciences was used to analyze the data. The findings indicated that there was a strong relationship
compensation and reward on employee performance in the county government of Nakuru. The researcher
therefore recommended training needs and other nonmonetary rewards practices in order to enhance employee
performance.
A Study of Talent Management Practices and Strategies in the Service SectorDr. Amarjeet Singh
Talent management is a mechanism which involves hiring, assigning, transferring, growth and retaining of employees in the organisation. It is important because it ensures top talent is attracted and effective employee performance, employee’s engagement and retainment of top talent. A thorough review of the work carried out shows that businesses are experiencing a talent shortage in this competitive period, which has placed pressure on them to recruit the best talent and to ensure that workers enter the company and choose to remain in the organization rather than seeking opportunities elsewhere. The importance of the different components of talent management for employees was another unexplored area. Existing research has not been able to resolve the problem of defining the importance of the different talent management elements and the weighting they bear for employees. The problem of employee perception and management perception of the efficacy of talent management activities has also not been discussed, to address this gap the researcher has attempted to study talent management practices in service sector. The author followed a systematic approach to address the research questions, the literature was reviewed, in research methodology, primary data was collected through questionnaire which followed a sampling method accompanied by hypothesis testing which revealed that the effective practices boosts up the efficiency of the employees and performance of the organization too.
An Empirical Study of Human Capital Management and Employee Capabilitiesijtsrd
Human capital management HCM considers employees to be capital, which means that investing in them makes sense now will help the organization grow in the future. Human capital management assists company in hiring the right personnel. This will prevent from hiring employees that are unfit for the company. Workers abilities bring an organisation with an improvement in the forum. When workers progress to expand new abilities and develop on actual ones, this converts into enhanced growth and quality, secure climate company will cultivate the improvement over its challengers. The sensibility of a company is its capability to advance in feedback to consumer interest. Knowledgeable and proficient workers are more likely to feel more confident about their job position in the organisation because not only are they able to provide acquainted aid, they feel their point of view is appreciated.Employees skills, refinement, and involvement in an organisation are referred to as human capital. Because a talented workforce can lead to increased productivity, the talents have a monetary value. The human capital strategy recognises that not everyone possesses the same set of skills or experience. Also, the aspect of work can be enhanced by contributing to people’s discipline. This paper explores totally different aspects of human capital management and worker capabilities within the current state of affairs. Akriti Singh | Dr. Javed Alam "An Empirical Study of Human Capital Management and Employee Capabilities" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50318.pdf Paper URL: https://www.ijtsrd.com/management/other/50318/an-empirical-study-of-human-capital-management-and-employee-capabilities/akriti-singh
An Analysis of Selected Factors Influencing Talent Management in Public Secon...inventionjournals
Talent Management is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees. The goal of talent management is to create a high-performance, sustainable organization that meets its strategic and operational goals and objectives. This research therefore sought to explore the factors influencing talent management of Teachers Service Commission in Kenya in the public secondary schools with specific reference to Nyandarua West Sub- County. The overall objective was to examine the factors influencing talent management in schools with specific reference to Nyandarua west Sub- County. The specific objectives was to find out how organizational culture affects talent management, to establish the extent to which training and Development affects talent management, to assess whether workplace environment affect talent management and to establish the extent to which retention strategies affect talent management. The study adopted a descriptive survey design and targeted 25 schools in Nyandarua County. The target population was 25 principles, 350 teaching staff and 230 non-teaching staff. Stratified random sampling and purposive sampling was used in determining the sample size of 121 participants. Sampling was guided by Gay (1976) who postulates that sample size of 10% is considered minimum for large populations and 20% for small populations. The research instruments included questionnaire, an observation schedule and interview schedule. Descriptive data analysis was done for qualitative data while qualitative data was used to supplement interpretation of quantitative data. The findings are interpreted along the study objectives. The findings of the study are aimed to benefit the management of various organizations since they identify the challenges that hinder effective implementation of talent management. This study is of great benefit to the scholars since it has increase the body of knowledge in the field of talent management.
Investigating the main factors that influence employee retention at private u...AI Publications
This study aimed to examine the main factors influencing employee retention at private universities in Kurdistan. A quantitative method was used to analyze the data in this study, the researcher prepared questionnaire and distributed in the private universities. The survey was divided into two sections; the first section was demographic analysis which started with respondent’s age, gender, and level of education. The second section of survey consisted of 28 questions regarding factors affecting employee retention. A random sampling method was used in this study. The researcher distributed 140 questionnaires, 115 questionnaires were received and being completed properly and 25 questionnaires were missing. Participants were varied as for age, gender and level of education. The findings revealed that the highest value was for job security, which demonstrates that the degree of employee retention increases by their job security factors.
Human resource-management-essay-on-attracting-and-retaining-staffTotal Assignment Help
The aim of human resource management essay is to understand the attraction and retention of talent within communication sector organizations followed by its key challenges.
Chapter 15Cited Cascio, W. F., & Aguinis, H. (2019). Applied pEstelaJeffery653
Chapter 15:
Cited: Cascio, W. F., & Aguinis, H. (2019). Applied psychology in talent management (8th ed.). Retrieved from https://www.vitalsource.com
15 Training and Development Considerations in Design
Wayne F. Cascio, Herman Aguinis
Learning Goals
By the end of this chapter, you will be able to do the following:
15.1 Identify key factors that are driving the demand for well-designed and well-executed programs of workplace learning
15.2 Explain what training and development activities are
15.3 Illustrate the fundamental requirements of sound training practice
15.4 Assess training needs and specify training objectives
15.5 Describe features of the learning environment that facilitate learning and transfer
15.6 Specify key elements of successful team training
15.7 Incorporate classic principles of learning into all training designs
15.8 Integrate key elements that will maximize positive transfer of training to the job
Factors Driving the Increasing Demand for Workplace Training
Change, growth, and development are facts of organizational life. Young people entering the workforce today typically change jobs at least seven times by their late 20s as they strive to figure out what they like, what they are good at, and where they can fit in and stand out (Hirsch, 2016). At the same time, as we noted in more detail in Chapter 1, the number as well as the mix of people available to work are changing rapidly. Globally, there will be many more older than younger people (“The first world is aging,” 2015; Qi, 2017), and in the United States, by 2040 the non-Hispanic white population will drop below 50% (Toossi, 2012).
These workforce dynamics have two major implications for employers. First, since products and services can be copied, the ability of a workforce to innovate, refine processes, solve problems, and form relationships becomes an organization’s only sustainable advantage. Attracting, retaining, and developing people with critical competencies is vital for success. Second, the task of managing a culturally diverse workforce, of harnessing the motivation and efforts of a wide variety of workers, will present a continuing challenge. Ongoing training and development initiatives are critical to meeting the need for competent, well-functioning workforces. The following four trends are driving the demand for well-designed and well-executed programs of workplace learning (Cascio, 2017):
Growing demands for personal and professional development. Among young adults, the most important feature they look for in a new job is the opportunity for continuous learning (Hirsch, 2016). From the perspective of organizations, surveys indicate a strong desire for employees who can “plug and play”—that is, perform with minimal on-the-job training. Unfortunately, only 11% of employers report that they have found such recruits (Abadzi, 2016; Coy, 2014; Weber, 2014). In addition to technical skills, employers are looking for p ...
The Impact of Human Resource Practices on Organizational Performance: A Study...AI Publications
The aim of this study to find the impact of human resource management practices on organizational performance of businesses located in Erbil. The research analyzed by applying quantitative method, I applied a structured survey as tool of this research. I distributed 100 questionnaires, but only 71 questionnaires I was able to receive. The findings showed that there is a positive relationship between human resource management practices and organizational performance.In my study, I have found the limitations, for instance the measurement of applying few of human resource management practices in order to measure organizational performance.Future studies can enhance the above research limitations and foresee a much detailed research study of the relation between human resource management practices by taking more practices intro consideration in order to measure and assess organizational performance.
Talent management and its impact on employee engagementShoaib Lalani
The purpose of this research is to find out how important is the relationship between the talent
management strategies and employee engagement. This paper is based on the academic literature
review of the popular research studies therefore it is a conceptual paper. The paper also includes
perception and opinion of Head of the Human Resource Department regarding the topic.
THE HUMAN RESOURCES MANAGEMENT STRATEGIES AND ITS ROLE IN THE ACHIEVEMENTindexPub
Human resource management is the effective and strategic management of an organization's people that helps in completing the required tasks in a timely manner to gain a competitive advantage. It helps in improving the efficiency of employees based on the quality of strategic choices made by the employer to achieve organizational goals. The following article discusses the role of human resources management in organizational development based on the implementation of tasks and processes required for effective workforce management. It can help an organization retain its employees for long-term business by completing its mission and vision objectives in a timely manner.
Role of Human Resource Management in the Productivity of Private Employeesijtsrd
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questionnaires and interview schedules with a combination of open and closed questions. Statistical Package for
Social Sciences was used to analyze the data. The findings indicated that there was a strong relationship
compensation and reward on employee performance in the county government of Nakuru. The researcher
therefore recommended training needs and other nonmonetary rewards practices in order to enhance employee
performance.
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A Quantitative Study on HR and Talent Management in the Service Industry A case of Bahrain.pdf
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A Quantitative Study on HR and
Talent Management in the Service
Industry: A case of Bahrain
Soleman Mozammela, a
Faculty of Management, Business Studies Program,
Arab Open University, Bahrain, Email: a
smozammel@hotmail.com,
soleman.mozammel@aou.org.bh
Given that talent retention hinges on how best an organisation can
entice, preserve, attract, improve, manage, retain and maintain
necessary talents, a fitting question is ‘what are the determinants of
talent retention?’ To answer this question, the current study examined
the effects of training, pay-for-performance, non-monetary rewards
and working conditions on talent retention. Data was obtained from
476 employees in Bahrain’s service industry. The data was analysed
using PLS-SEM’s measurement model and structural model
evaluation. The results obtained from the running of PLS-SEM’s
algorithm indicate that training and development, non-monetary
rewards, and working conditions are significant determinants of talent
retention. This implies that need-based training and development,
relevant non-monetary rewards, and conducive working conditions
should be entrenched in organisations in order to enhance talent
retention in Bahrain and elsewhere in the world. While the impacts of
training, pay-for-performance, non-monetary rewards and working
condition on talent retention are relatively high, there are other
unidentified variables that could have impacts on talent retention.
Hence, future research should endeavour to identify those factors.
Key words: Training, pay-for-performance, non-monetary rewards and working
condition, talent retention.
Introduction
Human capital is one of the most critical success factors in any organisation because it is a
major source of competitive advantages. Nowadays, many organisations have realised that if
talents are well managed and retained, there is no limitation for growth (Campbell &
Wiernik, 2015). Scholars such as Ismail, Abdul-Halim and Joarder (2015, 2017, 2017) argue
that organisational success is majorly dependent on human capital. Many organisations are of
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the opinion that retention is a strategic concern which could be used to attain a competitive
edge (Walker, 2001; Youndt Snell, Dean & Lepak, 1996). Many organisations are engaging
in the war for best talent by focusing on getting competitive advantages over competitors
(Ferguson & Brohaugh, 2009).
It is, however, worrisome that talent retention has become a serious challenge across the
world. As such, many firms are now actively addressing the issue of talent retention because
of its negative cost implications (Smith, Stanz & Bussin, 2015). When talents or groups of
competent employees leave an organisation voluntarily, such organisation incurs more costs
because they need to recruit, train and develop new employees (Aslam, Rehman, & Imran
2015; Muqadas, Rehman, & Aslam, 2017). According to Nyberg and Ployhart (2013), an
inability to retain skilful and competent employees may affect the performance, competitive
advantages and productivity of organisations.
As noted by Zahoor, Ijaz, and Muzammil (2015), retention is considered a significant element
of human resource strategies, starting from the selection of the right employees, continuing to
the practicing programs for retention of potential employees, and ending with their
commitment to and engagement with the organisation. Similarly, Stockley (2013) viewed
talent retention as a mindful and thoughtful approach to fascinate, improve, attract and retain
people with skills and abilities to meet current and future contingencies of organisations.
Thus, talent retention hinges on how best an organisation can entice, preserve, attract,
improve, manage, retain and maintain necessary talents (D’Annunzio-Green, 2008). Talent
retention focuses on identifying skills, recognising abilities, managing people and retaining
them for effective actualisation of business strategies that organisations use (Ballestores,
2010). According to Ibiduni, Osibanjo, Adeniji, Salau and Falola (2016), talent retention
ensures that organisations have the right people with the necessary abilities and skills to
activate and actualise business strategies (Ahmed, Umrani & Chauhan, 2018).
With a global increase in loss of talent, the need for talent management and retention
becomes imperative for senior managers in many multi-national companies (Vaiman &
Collings, 2014). Very limited studies have focused on talent retention, while there is a
preponderance of studies on talent management, talent attraction, talent paradigms, fostering
talent opportunities, talent engagement, and talent development (e.g. Bhamagar, 2008;
Huang, 2001; McDonnell, Lamare, Gunnigle, & Lavelle, 2010; Sharma, Agarwal &
Ganjiwale, 2011; Ringo, Schweyer, DeMarco, Jones &Lesser, 2008; Powell & Lubitsh,
2007). Nevertheless, it has been argued that the ultimate objective of all talent management
policies and strategies is built upon talent retention (McDonnell Lamare, Gunnigle, &
Lavelle, 2010; Thunnissen, 2016). In this sense, retention becomes the main strategy rather
than the outcome (Allen, 2008).
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Talent retention is a multi-dimensional factor of an organisation’s human resource policies. It
begins with recruiting the right people in an organisation and ends with integrating them into
the organisation’s business portfolio (Harathova, 2009; Hughes & Rog, 2008). There seems
to be a paucity of studies on talent retention, particularly in Bahrain’s service industry,
despite a scholarly call for its exploration (see Ibiduni et al., 2016 Scullion, Vaiman &
Colling, 2016; Mughal, 2019).
Moreover, training, pay-for-performance, non-monetary rewards and working conditions,
which are important human resource practices, are considered in this study, since employees
are not able to function effectively without them. Additionally, talent retention may not be
actualised without the consideration of some important human resource practices because of
their influence on employee retention (Daifallah & Bassam, 2017; Imna & Hassan, 2015;
Joarder, Sharif & Ahmmed, 2011; Mohd Zin, 2017). It is against these backdrops that the
study seeks to examine whether training, pay-for-performance, non-monetary rewards and
working conditions influence talent retention in the context of Bahrain. This will hopefully
enrich the existing literature in the HRM research field.
Hypotheses Development
Based on the issues identified and discussed in the introduction, there is a need to examine
the effect of training and development, pay-for-performance, non-monetary rewards and
working conditions on talent retention in the context of Bahrain.
The relationship between training and development and talent retention
Elnaga and Imran (2013) view training and development as programs that provide workers
with information, new skills, or professional development opportunities. They further state
that in order to prepare workers to do their job as desired, organisations need to provide
training so as to optimise their potentials. In the present situation around the world, training
and development are among the key human resource management practices that lead to
enhanced skills, abilities, knowledge, as well as positive attitudes and behaviours of
employees resulting in profit (Mozammel, 2019; Tangthong, et al., 2014).
Numerous research findings (e.g., Daifallah & Bassam, 2017; Juhdi, Pa'wan & Hansaram,
2013; Kakar, Raziq & Khan 2015; Karve & Dias, 2016; Zahoor, Ijaz & Muzammil, 2015)
have found a significant relationship between training and development and talent/employee
retention. Moreover, in the context of employment relationships, when the management of an
organisation provides employees with sufficient training and development opportunities, it
will send a message to the employees that the organisation cares for them (Aguinis & Kurt
Kraiger, 2009). Such employees will tend to remain in the organisation and perform their job
effectively and efficiently. Based on a review of literature, it is hypothesised that
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H1: Training and development has a significant positive effect on talent retention.
The relationship between pay-for-performance and talent management
Pay is the most central issue in attracting and keeping talents. Inadequate payments, salaries
or rewards negatively affect employee retention (especially talented employees)
(Chepchumba & Kimutai, 2017). Pay-for-performance refers to any type of reward
individuals receive in exchange for performing organisational tasks. The desired outcome is
employees who are attracted to their work, satisfied, and motivated to do a good job for their
employer (Ivancevich, 2004). Pay for performance refers to incentives linking some portion
of a pay cheque directly to results or accomplishments (Kreitner & Kincki, 2010). Hence, it is
extra compensation offered by an organisation to its employees above their basic wages and
salaries (Shaikh, Shah, Shah & Nawaz, 2019; Rao, 2010; Kreitner & Kincki, 2010).
Cornelius (2001) averred that organisations motivating with pay may create a centre of
attention and keep hold of qualified personnel, thereby reducing recruiting costs.
Similarly, Nelson and Quick (2005) posited that when workers are well paid, they become
reluctant to change jobs. A number of studies (e.g., Borstoff & Marker, 2007; Edward, 2011;
Msengeti & Obwogi, 2015; Osibanjo, Adeniji, Falola & Heirsmac, 2014) have established
that a relationship exists between pay-for-performance/compensation and employee retention.
Chew and Chan (2008) also found a significant positive relationship among employee
perceptions of pay, justice and retention. Chiu, Luk and Tang (2002), as well as Lockwood
and Ansari (1999), also found similar findings in their studies. Based on a review of
literature, it is hypothesised that
H2: Pay for performance has a significant positive effect on talent retention.
Non-monetary rewards and talent retention
Non-monetary rewards encompass verbal praise, achievement, responsibility, freedom, job
satisfaction, job security and personal growth (Sammer, 2011). There are quite a number of
studies that have found non-financial rewards to be positively related to talent/employee
retention. For instance, in a study conducted by Pillay (2009) on nurses, it was established that
non-monetary rewards are one of the important strategies to raise talent/employee retention.
Non-monetary rewards, which include promotions, childcare facilities, extended leave and
recreation facilities, have been reported to significantly enhance talent/employee retention.
Mason (2001) and Robbert (2005) found that recognition, a kind of non-monetary reward, is a
powerful motivational and retention strategy for any organisation. They suggest organisations
that want to motivate and retain their talented employees should be ready to adopt recognition
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as a form of non-monetary reward. In a study by Ngcobo and Naidoo (2015), it is revealed
that non-financial rewards are an important factor in talent retention that cannot be
overlooked. Cheema, Shujaat and Alam (2013) also confirm the existence of a positive,
significant relationship between non-monetary rewards and employee motivation. Supporting
the view of Cheema, Shujaat and Alam (2013) is a submission by Dzuaranin (2012). It
indicates companies that only focus on monetary incentives to motivate their employees must
also introduce non-monetary rewards to increase the motivation level of their employees.
Based on the review of literature, it is hypothesised that
H3: Non-monetary rewards have a significant positive effect on talent retention.
The relationship between working conditions and talent retention
Working conditions are the total cluster of physical, psychological and behavioural elements
in the workplace (Danica & Tomislav, 2013). According to Gerber, Nel and Van Dyk (1998),
they include psychological working conditions and the physical layouts of a job. However,
Greenslade and Paddock (2007) believe that working conditions generally encompass a range
of issues from workloads and scheduling to system-wide issues like professional identity and
scope of practice. Quiet a number of studies have confirmed that a relationship exists
between working conditions and talent/employee retention (Arthur, Bell, Donerspike &
Villado, 2001; Chaminade, 2007; Veitch, Charles, Newsham, Marquardt & Geerts, 2004;
Ibiduni et al., 2016).
Moreover, Micklewright et al (2014); Muhammad, Omar, Khaled and Husam (2013); and
Sellen (2016) found working conditions to be some of the major reasons why employees quit
their job, particularly the talented ones. In line with a review of literature, it is thus
hypothesised that
H4: working conditions has a significant effect on talent retention.
Overall, the current study aims to test the effects of training and development, pay-for-
performance, non-monetary rewards and working conditions on talent retention in the context
of Bahrain. This investigation aims to confirm the social exchange theory (SET) in Bahrain’s
context, given that it has been widely used to study organisational behaviours in an attempt to
better understand the reciprocal or exchange relationship that develops between employees
and organisations (Ahmed, 2019; Baran, Shanock & Miller, 2012; Cropanzano & Mitchell,
2005). In an organisational context, the essential principle of social exchange theory is that
individuals and organisations enter into reciprocal relationships in which the organisations
provide supportive, fair, and just environments in exchange for loyalty and commitment from
employees (Rupp & Cropanzano, 2002). Based on this, it can be argued that individuals who
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receive something valuable, such as training, monetary and non-monetary rewards, and good
working conditions from their organisations, will feel obligated to reciprocate. The
employees’ reciprocal acts can include higher organisational commitments and loyalty and
decreased intentions to leave the organisations. Conversely, when employees perceive that
those factors are inadequate, retention becomes more difficult, particularly of talented people,
because many firms are readily prepared to tap from their intellectual capital (Khalid, Pahi &
Ahmed, 2019; Allen, Bryant & Vardaman, 2010). Figure 1 represents the research framework
of the study.
Figure 1
Research framework
Methodology
Structural equation modelling using SMART PLS 3.0 was deployed to assess the
hypothesised relationships (Hair et al., 2014). Therein, the study followed a two-step process,
i.e. the assessment of the measurement model followed by the assessment of the structural
model (Hair et al., 2016). Structural equation modelling using partial least square has gained
much prominence and thus received much scholarly attention in the recent past (Hair, Risher,
Sarstedt & Ringle, 2019; Afsar, Umrani & Khan, 2019). The measurement model takes into
account the assessment of the model to confirm convergent validity and reliability. The
structural model assesses the significance of the path coefficients (Hulland, 1999).
Results
The study adopted a cross-sectional survey approach. Therefore, data was obtained from the
employees in Bahrain’s service industry. Out of 497 questionnaires distributed to the
respondents, only 483 questionnaires were returned, and only 476 questionnaires were usable
for data analysis. This represents a 95.8 per cent response rate, which is quite acceptable. The
data was analysed using PLS-SEM’s measurement model and structural model evaluation
(see Hair, Ringle, & Sarstedt, 2017). The instruments measuring talent retention (4 items)
were adapted from Marguerite (2015), but the instruments of training and development (5
items), pay for performance (2 items), and non-monetary rewards (2 items) were adapted
from Martinaityte (2014). The seven items that measure working conditions were adapted
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from Uline and Tschannen-Moran (2008). All the items were scaled with a 5-Likert scale.
Additionally, demographic information about the respondents signifies that they are of
diverse backgrounds in terms of age, gender, education, and working experience, indicating
generalisability of the results obtained from the data collected from such respondents.
The results obtained from the assessment of the measurement model confirmed this study’s
construct validity and reliability, given that the content validity, convergent validity, and
discriminant validity of the constructs are confirmed. The information in Table 1 and Figure
2 indicates that the outer loadings of the individual items of each construct are above the
threshold value of 0.5 (see Hair et al., 2011), except that only one item was deleted from the
pay-for-performance construct. This result confirms indicator reliability. In addition, the
information in Table 1 and Figure 2 confirms internally consistent reliability and convergent
validity assessment as the composite reliability values are well above the threshold of 0.70.
Additionally, the Average Variance Extracted (AVE) values are above the threshold of 0.5
(see Hair et al., 2017). The information contained in Table 2 indicates that HTMT values for
all pairs of constructs in a matrix fell below the threshold value of 0.90. This confirms the
discriminant validity of the constructs.
Figure 2
Measurement model
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Table 1
Measurement model evaluation
Internal Consistency and Convergent Validity
Constructs Items Loadings CA CR AVE
Working
Conditions
WC1 0.792 0.880 0.907 0.583
WC2 0.823
WC3 0.797
WC4 0.692
WC5 0.783
WC6 0.688
WC7 0.758
Training &
Development
TR1 0.531 0.819 0.860 0.559
TR2 0.657
TR3 0.779
TR4 0.855
TR5 0.864
Pay-For-
Performance
SCA1 1.000 1.000 1.000 1.000
Non-Monetary
Rewards
SCA14 0.894 0.775 0.899 0.816
SCA18 0.912
Talent
Retention
SCA2 0.869 0.832 0.889 0.668
SCA3 0.895
SCA4 0.803
SCA6 0.688
Discriminant Validity: Heterotrait-Monotrait Ratio (HTMT)
NMR PFP TR TRT WC
NMR
PFP 0.441
TR 0.304 0.430
TRT 0.479 0.353 0.438
WC 0.469 0.442 0.452 0.816
Note: CA: Cronbach Alpha; CR: Composite Reliability; AVE: Average Variance Extracted;
AM: Ambidexterity; DC: Dynamic Capabilities; SCA: Sustainable Competitive Advantage.
The evaluation of structural model yielded results that determine the hypotheses’ validities.
An R square value of 0.377, which is depicted in Figure 2, indicates that this study’s
independent variables together explain 54% of the variance in talent retention. Also, the
result obtained from running the PLS-SEM algorithm (β = 0.137, t = 2.489, p< 0.05; β =
0.116, t = 2.278, p< 0.05; β = 0.626, t = 12.617, p< 0.001) indicates that training and
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development, non-monetary rewards, and working conditions have significant positive
impacts on talent retention (see Table 2 and Figure 3). However, the relationship between
pay-for performance is found to be non-significant and negative (β = -0.040, t = 0.799, p>
0.10).
In terms of the size of effect of each construct, training and development, non-monetary
rewards, and working conditions explain the variance in talent retention with effect sizes of
0.030, 0.023, and 0.606 respectively. This indicates the substantial impacts of the three
constructs on talent retention.
Figure 3
Structural model
Table 2
Structural model evaluation
BETA STDEV T Stat P Values 2.5% 97.5% Decision
Direct Paths
TR -> TRT 0.137 0.055 2.489 0.013 0.026 0.246 Supported
PFP -> TRT -0.040 0.052 0.799 0.425 -0.149 0.061 Not Supported
NMR -> TRT 0.116 0.051 2.278 0.023 0.024 0.215 Supported
WC-> TRT 0.626 0.050 12.617 0.000 0.526 0.718 Supported
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Discussion
The findings of the current study reveal that training and development, non-monetary
rewards, and working conditions are significant determinants of talent retention. This
confirms the findings of existing literature (see Karve & Dias, 2016; Cheema, Shujaat &
Alam, 2013; Ibiduni et al., 2016; Micklewright et al., 2014). On this basis, organisational
management is advised to put in place need-based and fitting training and development,
relevant non-monetary rewards, and conducive working conditions. The end-result of this is
talent retention. No organisation can afford high talent turnover because this will definitely
affect productivity, creativity, innovation and consequential organisational success. Training
and development that is tailored towards the needs of employees and is consistent with
present dynamic environments consequently results in creativity and innovation required for
success.
Likewise, conducive working conditions, together with non-monetary rewards, stimulate
employees’ motivation and commitment to the extent that employees would not like to leave
the organisation. Nevertheless, pay-for-performance is found to have a non-significant
negative relationship with talent retention. This could be connected with the fact that pay-for-
performance, despite that it is effective in enhancing employee productivity and performance,
could lead to negative outcomes if it is not linked to a fair performance appraisal system (see
Ismail, Abdul Halim, & Joarder, 2018).
Conclusion
Overall, training and development, non-monetary rewards, and working conditions are found
to be significant determinants of talent retention. With these findings, it could be asserted that
this study has expanded the scope of the existing body of knowledge in human resource
management research. The practical implications are that stakeholders in Bahrain’s service
industry should integrate the three constructs (i.e., training and development, non-monetary
rewards, and working conditions) in the organisational strategies of firms in the industry.
Although the impacts of the independent variables of this study on talent retention are
relatively high, there are other unidentified variables that could have an impact on talent
retention. Hence, future research should endeavour to identify those factors.
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