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.
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
Research Paper Writing
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Stress has become a major concern of the modern times as it can cause harm to employee’s health and performance. Work related stress costs organization billions of dollars each year through sickness, turnover and absenteeism. So it becomes necessary for every organization to know the factor causing stress among the employees as well as how they cope up with stress to make the employee more participative and productive. The Research study titled “A STUDY ON STRESS MANAGEMENT AMONG EMPLOYEES AT SAKTHI FINANCE LIMITED, COIMBATORE” was conducted to find out the factor causing stress among employees and to know how they cope up with stress. The Research design used was a descriptive research. The primary data has been collected through a questionnaire method. The sample design used in the study was Convenience Sampling Technique with a sample size of 60. The collected data has been analysed through various tools like Percentage Analysis, Chi- Square Test & ANOVAs, and Factor Analysis.
Mba project on recruitment and selection processAnil Kumar Singh
Abstract: In this research paper, a study hs been made on the recruitment and selection processes between the two different sectors, i.e; Manufacturing sector and Services sector. The study indicates various techniques used by the two companies, that is, Kudos Chemical Limited, that is a manufacturing company and Virasat-e-Khalsa which belongs to the services sector. The study made under observation comprises of the services and guidance of a recruitment agency called Jobachievers, that is functioning from its office at Chandigarh, to provide job opportunities to the dserving candidates, in mostly areas in Punjab.
Index Terms: Recruitment, Selection
1) INTRODUCTION
The two companies undertaken in the project study comprises of a manufacturing firm named KUDOS CHEMICAL LIMITED and a servicing unit named VIRASAT-E-KHALSA. The former is having a chemical base and is in the business of manufacturing “caffeine”.
The latter is a service unit, having the structure of a theme museum, in which the culture of Punjab has been depicted in a versatile manner. Both of the companies need an adequate base of employees, who can carry out the various functions int the firms. Due to the different nature of the working aspects of these two firms, the recruitment and the selection process of both the firms are entirely different.
The only area in which the recruitment process of these two firms concides is that both the firms seeks out the help of recruitment agencies to find the appropriate and deserving candidates for their firms. The project report, hereby, includes my work at such a recruitment agency named “JOBACHIEVERS” under which I studied the recruitment and selection processes of various firms and prepared my project report on the comparison between the recruitment and selection process of a manufacturing firm and a service firm.
The process of recruitment begins with the sending of the “Job description” by the company. The job description is comprising of the following requirements:
1) Position vacant
This very first point, clarifies to the recruiter, for which required position, the candidate is needed. The recruiter then make use of the data that is available to him, or creates new data of the candidates. Since I undergone the training in a job consultancy, there was pre-recorded data already available. Thus, the recruiter can contact the person and can make him attend the scheduled interview for the required post.
2) Examining the Job description
The Job description provided by the company tells the recruiter, the complete insight of the position vacant and also provides the knowledge of what the company is seeking in the required candidate. Understanding the complete JD (Job description) only can help the recruiter to move to the next step. If the recruiter fails to understand the need of the company from the JD provided, then all of the steps undertaken by the recruiter would turn out to be a failure.
INFLUENCE OF TALENT MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE A STUD...IAEME Publication
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.
A Study on Talent Management and its Impact on Organization Performance- An E...Dr. Amarjeet Singh
These days organization’s talent is its primary source of competitive advantage. Performance of organization depends upon performance of its employees. If employees of an organization possess unique competence, that will differentiate them from their competitors. In this competitive environment retention of talented workforce is a major task for HR managers along with acquisition. Talent management is a very complex and critical task. Right Talent acquisition makes organization strategy more strong. The current global economic situation has increased overall jobseekers in employment market worldwide, but there is still notable talent shortage in different sectors and different countries, this leads to increase the problem of “Talent Mismatch”.As today’s corporate world requires a person with multitasking skill, talent acquisition is becoming very difficult. As a result, finding the “right” person for a particular job is becoming more challenging. Not only acquisition even retention of talented workforce has become greatest challenge for organization. Today’s changing landscape of business requires its HR to act more strategically to build employee engagement which is a great tool for talent management. Talent Management focuses on how individuals enter; move up across or out of the organization. Talent Management will succeed with the support of strong organization structure. As better talent can change the future of business, Talent Management has to be given predominant role in organization. If organization implements talent management strategies effectively, that enhances employee’s engagement which in turn helps to improve organization performance. Higher the employee engagement higher the productivity. This present study aims to identify the relationship between talent management and organization performance. This study is based on empirical research evidence build by literature reviews carried out in this direction. Researcher is intended to use different articles, research papers and literatures in order to identify the positive relationship between talent management and organization performance. This empirical research paper will provide insights to HR managers to build Talent management as a Strategic tool to build employee engagement and thereby improving organization performance.
Research Paper Writing
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 . Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
Our Mission
“To provide breakthrough research works to our clients through Perseverant efforts towards creativity and innovation”.
Vision
Writekraft endeavours to be the leading global research and publications company that will fulfil all research needs of our clients. We will achieve this vision through:
Analyzing every customer’s aims, objectives and purpose of research
Using advanced and latest tools and technique of research and analysis
Coordinating and including their own ideas and knowledge
Providing the desired inferences and results of the research
In the past decade, we have successfully assisted students from various universities in India and globally. We at Writekraft Research & Publications LLP head office in Kanpur, India are most trusted and professional Research, Writing, Guidance and Publication Service Provider for PhD. Our services meet all your PhD Admissions, Thesis Preparation and Research Paper Publication needs with highest regards for the quality you prefer.
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Stress has become a major concern of the modern times as it can cause harm to employee’s health and performance. Work related stress costs organization billions of dollars each year through sickness, turnover and absenteeism. So it becomes necessary for every organization to know the factor causing stress among the employees as well as how they cope up with stress to make the employee more participative and productive. The Research study titled “A STUDY ON STRESS MANAGEMENT AMONG EMPLOYEES AT SAKTHI FINANCE LIMITED, COIMBATORE” was conducted to find out the factor causing stress among employees and to know how they cope up with stress. The Research design used was a descriptive research. The primary data has been collected through a questionnaire method. The sample design used in the study was Convenience Sampling Technique with a sample size of 60. The collected data has been analysed through various tools like Percentage Analysis, Chi- Square Test & ANOVAs, and Factor Analysis.
Mba project on recruitment and selection processAnil Kumar Singh
Abstract: In this research paper, a study hs been made on the recruitment and selection processes between the two different sectors, i.e; Manufacturing sector and Services sector. The study indicates various techniques used by the two companies, that is, Kudos Chemical Limited, that is a manufacturing company and Virasat-e-Khalsa which belongs to the services sector. The study made under observation comprises of the services and guidance of a recruitment agency called Jobachievers, that is functioning from its office at Chandigarh, to provide job opportunities to the dserving candidates, in mostly areas in Punjab.
Index Terms: Recruitment, Selection
1) INTRODUCTION
The two companies undertaken in the project study comprises of a manufacturing firm named KUDOS CHEMICAL LIMITED and a servicing unit named VIRASAT-E-KHALSA. The former is having a chemical base and is in the business of manufacturing “caffeine”.
The latter is a service unit, having the structure of a theme museum, in which the culture of Punjab has been depicted in a versatile manner. Both of the companies need an adequate base of employees, who can carry out the various functions int the firms. Due to the different nature of the working aspects of these two firms, the recruitment and the selection process of both the firms are entirely different.
The only area in which the recruitment process of these two firms concides is that both the firms seeks out the help of recruitment agencies to find the appropriate and deserving candidates for their firms. The project report, hereby, includes my work at such a recruitment agency named “JOBACHIEVERS” under which I studied the recruitment and selection processes of various firms and prepared my project report on the comparison between the recruitment and selection process of a manufacturing firm and a service firm.
The process of recruitment begins with the sending of the “Job description” by the company. The job description is comprising of the following requirements:
1) Position vacant
This very first point, clarifies to the recruiter, for which required position, the candidate is needed. The recruiter then make use of the data that is available to him, or creates new data of the candidates. Since I undergone the training in a job consultancy, there was pre-recorded data already available. Thus, the recruiter can contact the person and can make him attend the scheduled interview for the required post.
2) Examining the Job description
The Job description provided by the company tells the recruiter, the complete insight of the position vacant and also provides the knowledge of what the company is seeking in the required candidate. Understanding the complete JD (Job description) only can help the recruiter to move to the next step. If the recruiter fails to understand the need of the company from the JD provided, then all of the steps undertaken by the recruiter would turn out to be a failure.
INFLUENCE OF TALENT MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE A STUD...IAEME Publication
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.
A Study on Talent Management and its Impact on Organization Performance- An E...Dr. Amarjeet Singh
These days organization’s talent is its primary source of competitive advantage. Performance of organization depends upon performance of its employees. If employees of an organization possess unique competence, that will differentiate them from their competitors. In this competitive environment retention of talented workforce is a major task for HR managers along with acquisition. Talent management is a very complex and critical task. Right Talent acquisition makes organization strategy more strong. The current global economic situation has increased overall jobseekers in employment market worldwide, but there is still notable talent shortage in different sectors and different countries, this leads to increase the problem of “Talent Mismatch”.As today’s corporate world requires a person with multitasking skill, talent acquisition is becoming very difficult. As a result, finding the “right” person for a particular job is becoming more challenging. Not only acquisition even retention of talented workforce has become greatest challenge for organization. Today’s changing landscape of business requires its HR to act more strategically to build employee engagement which is a great tool for talent management. Talent Management focuses on how individuals enter; move up across or out of the organization. Talent Management will succeed with the support of strong organization structure. As better talent can change the future of business, Talent Management has to be given predominant role in organization. If organization implements talent management strategies effectively, that enhances employee’s engagement which in turn helps to improve organization performance. Higher the employee engagement higher the productivity. This present study aims to identify the relationship between talent management and organization performance. This study is based on empirical research evidence build by literature reviews carried out in this direction. Researcher is intended to use different articles, research papers and literatures in order to identify the positive relationship between talent management and organization performance. This empirical research paper will provide insights to HR managers to build Talent management as a Strategic tool to build employee engagement and thereby improving organization performance.
In a Dynamic environment, human resources are
one of the important sources of the organizational
Enlargement which also helps to take fighting edge. Human
resource system contributes towards the empirical
enlargement through facilitating the change & by
developing the competencies of the employees. Talent
Management is the key for improved business performance
& for the empirical enlargement of an organization. The
linkage between talent management and Empirical
Enlargement will help to attain higher organizational
performance. Many studies have been conducted regarding
how companies can gain a empirical fierce edge through
their human resources & proper knack management.
Having talented employees helps the firms drive and boost
for organizational success. knack management is of strategic
importance & by developing the talent, organizations may
develop strong leadership teams which will help to take
fierce edge and that will enable the organization to achieve
its goals & organizationalsuccess.
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.
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
Talent management a solution to brain drainTapasya123
Over the years, India has become a major supplier of skilled and talented young people to the
developed countries the skilled Indians prefer US Green Cards and EU Blue Cards over the notso-
attractive pay checks and average living conditions of a developing country like India
Talent Management is a strategy which serves as a solution to Brain Drain, that a company
employs to attract, retain and develop employees in order to achieve objectives of the
organization .Most of the organizations are planning ahead to handle an inevitable talent
crisis, to ensure that they have the right people to do the right jobs, when needed. Many
challenges are associated with the changing and competitive nature of work and the
workplace environment are very real for every organization. Rapid changes require a skilled,
knowledgeable and talented workforce with employees who are adaptive, flexible and focused
on the future.
Submission Deadline: 30th September 2022
Acceptance Notification: Within Three Days’ time period
Online Publication: Within 24 Hrs. time Period
Expected Date of Dispatch of Printed Journal: 5th October 2022
MODELING AND ANALYSIS OF SURFACE ROUGHNESS AND WHITE LATER THICKNESS IN WIRE-...IAEME Publication
White layer thickness (WLT) formed and surface roughness in wire electric discharge turning (WEDT) of tungsten carbide composite has been made to model through response surface methodology (RSM). A Taguchi’s standard Design of experiments involving five input variables with three levels has been employed to establish a mathematical model between input parameters and responses. Percentage of cobalt content, spindle speed, Pulse on-time, wire feed and pulse off-time were changed during the experimental tests based on the Taguchi’s orthogonal array L27 (3^13). Analysis of variance (ANOVA) revealed that the mathematical models obtained can adequately describe performance within the parameters of the factors considered. There was a good agreement between the experimental and predicted values in this study.
A STUDY ON THE REASONS FOR TRANSGENDER TO BECOME ENTREPRENEURSIAEME Publication
The study explores the reasons for a transgender to become entrepreneurs. In this study transgender entrepreneur was taken as independent variable and reasons to become as dependent variable. Data were collected through a structured questionnaire containing a five point Likert Scale. The study examined the data of 30 transgender entrepreneurs in Salem Municipal Corporation of Tamil Nadu State, India. Simple Random sampling technique was used. Garrett Ranking Technique (Percentile Position, Mean Scores) was used as the analysis for the present study to identify the top 13 stimulus factors for establishment of trans entrepreneurial venture. Economic advancement of a nation is governed upon the upshot of a resolute entrepreneurial doings. The conception of entrepreneurship has stretched and materialized to the socially deflated uncharted sections of transgender community. Presently transgenders have smashed their stereotypes and are making recent headlines of achievements in various fields of our Indian society. The trans-community is gradually being observed in a new light and has been trying to achieve prospective growth in entrepreneurship. The findings of the research revealed that the optimistic changes are taking place to change affirmative societal outlook of the transgender for entrepreneurial ventureship. It also laid emphasis on other transgenders to renovate their traditional living. The paper also highlights that legislators, supervisory body should endorse an impartial canons and reforms in Tamil Nadu Transgender Welfare Board Association.
BROAD UNEXPOSED SKILLS OF TRANSGENDER ENTREPRENEURSIAEME Publication
Since ages gender difference is always a debatable theme whether caused by nature, evolution or environment. The birth of a transgender is dreadful not only for the child but also for their parents. The pain of living in the wrong physique and treated as second class victimized citizen is outrageous and fully harboured with vicious baseless negative scruples. For so long, social exclusion had perpetuated inequality and deprivation experiencing ingrained malign stigma and besieged victims of crime or violence across their life spans. They are pushed into the murky way of life with a source of eternal disgust, bereft sexual potency and perennial fear. Although they are highly visible but very little is known about them. The common public needs to comprehend the ravaged arrogance on these insensitive souls and assist in integrating them into the mainstream by offering equal opportunity, treat with humanity and respect their dignity. Entrepreneurship in the current age is endorsing the gender fairness movement. Unstable careers and economic inadequacy had inclined one of the gender variant people called Transgender to become entrepreneurs. These tiny budding entrepreneurs resulted in economic transition by means of employment, free from the clutches of stereotype jobs, raised standard of living and handful of financial empowerment. Besides all these inhibitions, they were able to witness a platform for skill set development that ignited them to enter into entrepreneurial domain. This paper epitomizes skill sets involved in trans-entrepreneurs of Thoothukudi Municipal Corporation of Tamil Nadu State and is a groundbreaking determination to sightsee various skills incorporated and the impact on entrepreneurship.
DETERMINANTS AFFECTING THE USER'S INTENTION TO USE MOBILE BANKING APPLICATIONSIAEME Publication
The banking and financial services industries are experiencing increased technology penetration. Among them, the banking industry has made technological advancements to better serve the general populace. The economy focused on transforming the banking sector's system into a cashless, paperless, and faceless one. The researcher wants to evaluate the user's intention for utilising a mobile banking application. The study also examines the variables affecting the user's behaviour intention when selecting specific applications for financial transactions. The researcher employed a well-structured questionnaire and a descriptive study methodology to gather the respondents' primary data utilising the snowball sampling technique. The study includes variables like performance expectations, effort expectations, social impact, enabling circumstances, and perceived risk. Each of the aforementioned variables has a major impact on how users utilise mobile banking applications. The outcome will assist the service provider in comprehending the user's history with mobile banking applications.
ANALYSE THE USER PREDILECTION ON GPAY AND PHONEPE FOR DIGITAL TRANSACTIONSIAEME Publication
Technology upgradation in banking sector took the economy to view that payment mode towards online transactions using mobile applications. This system enabled connectivity between banks, Merchant and user in a convenient mode. there are various applications used for online transactions such as Google pay, Paytm, freecharge, mobikiwi, oxygen, phonepe and so on and it also includes mobile banking applications. The study aimed at evaluating the predilection of the user in adopting digital transaction. The study is descriptive in nature. The researcher used random sample techniques to collect the data. The findings reveal that mobile applications differ with the quality of service rendered by Gpay and Phonepe. The researcher suggest the Phonepe application should focus on implementing the application should be user friendly interface and Gpay on motivating the users to feel the importance of request for money and modes of payments in the application.
VOICE BASED ATM FOR VISUALLY IMPAIRED USING ARDUINOIAEME Publication
The prototype of a voice-based ATM for visually impaired using Arduino is to help people who are blind. This uses RFID cards which contain users fingerprint encrypted on it and interacts with the users through voice commands. ATM operates when sensor detects the presence of one person in the cabin. After scanning the RFID card, it will ask to select the mode like –normal or blind. User can select the respective mode through voice input, if blind mode is selected the balance check or cash withdraw can be done through voice input. Normal mode procedure is same as the existing ATM.
IMPACT OF EMOTIONAL INTELLIGENCE ON HUMAN RESOURCE MANAGEMENT PRACTICES AMONG...IAEME Publication
There is increasing acceptability of emotional intelligence as a major factor in personality assessment and effective human resource management. Emotional intelligence as the ability to build capacity, empathize, co-operate, motivate and develop others cannot be divorced from both effective performance and human resource management systems. The human person is crucial in defining organizational leadership and fortunes in terms of challenges and opportunities and walking across both multinational and bilateral relationships. The growing complexity of the business world requires a great deal of self-confidence, integrity, communication, conflict and diversity management to keep the global enterprise within the paths of productivity and sustainability. Using the exploratory research design and 255 participants the result of this original study indicates strong positive correlation between emotional intelligence and effective human resource management. The paper offers suggestions on further studies between emotional intelligence and human capital development and recommends for conflict management as an integral part of effective human resource management.
VISUALISING AGING PARENTS & THEIR CLOSE CARERS LIFE JOURNEY IN AGING ECONOMYIAEME Publication
Our life journey, in general, is closely defined by the way we understand the meaning of why we coexist and deal with its challenges. As we develop the "inspiration economy", we could say that nearly all of the challenges we have faced are opportunities that help us to discover the rest of our journey. In this note paper, we explore how being faced with the opportunity of being a close carer for an aging parent with dementia brought intangible discoveries that changed our insight of the meaning of the rest of our life journey.
A STUDY ON THE IMPACT OF ORGANIZATIONAL CULTURE ON THE EFFECTIVENESS OF PERFO...IAEME Publication
The main objective of this study is to analyze the impact of aspects of Organizational Culture on the Effectiveness of the Performance Management System (PMS) in the Health Care Organization at Thanjavur. Organizational Culture and PMS play a crucial role in present-day organizations in achieving their objectives. PMS needs employees’ cooperation to achieve its intended objectives. Employees' cooperation depends upon the organization’s culture. The present study uses exploratory research to examine the relationship between the Organization's culture and the Effectiveness of the Performance Management System. The study uses a Structured Questionnaire to collect the primary data. For this study, Thirty-six non-clinical employees were selected from twelve randomly selected Health Care organizations at Thanjavur. Thirty-two fully completed questionnaires were received.
Living in 21st century in itself reminds all of us the necessity of police and its administration. As more and more we are entering into the modern society and culture, the more we require the services of the so called ‘Khaki Worthy’ men i.e., the police personnel. Whether we talk of Indian police or the other nation’s police, they all have the same recognition as they have in India. But as already mentioned, their services and requirements are different after the like 26th November, 2008 incidents, where they without saving their own lives has sacrificed themselves without any hitch and without caring about their respective family members and wards. In other words, they are like our heroes and mentors who can guide us from the darkness of fear, militancy, corruption and other dark sides of life and so on. Now the question arises, if Gandhi would have been alive today, what would have been his reaction/opinion to the police and its functioning? Would he have some thing different in his mind now what he had been in his mind before the partition or would he be going to start some Satyagraha in the form of some improvement in the functioning of the police administration? Really these questions or rather night mares can come to any one’s mind, when there is too much confusion is prevailing in our minds, when there is too much corruption in the society and when the polices working is also in the questioning because of one or the other case throughout the India. It is matter of great concern that we have to thing over our administration and our practical approach because the police personals are also like us, they are part and parcel of our society and among one of us, so why we all are pin pointing towards them.
ATTRITION IN THE IT INDUSTRY DURING COVID-19 PANDEMIC: LINKING EMOTIONAL INTE...IAEME Publication
Globally, Millions of dollars were spent by the organizations for employing skilled Information Technology (IT) professionals. It is costly to replace unskilled employees with IT professionals possessing technical skills and competencies that aid in interconnecting the business processes. The organization’s employment tactics were forced to alter by globalization along with technological innovations as they consistently diminish to remain lean, outsource to concentrate on core competencies along with restructuring/reallocate personnel to gather efficiency. As other jobs, organizations or professions have become reasonably more appropriate in a shifting employment landscape, the above alterations trigger both involuntary as well as voluntary turnover. The employee view on jobs is also afflicted by the COVID-19 pandemic along with the employee-driven labour market. So, having effective strategies is necessary to tackle the withdrawal rate of employees. By associating Emotional Intelligence (EI) along with Talent Management (TM) in the IT industry, the rise in attrition rate was analyzed in this study. Only 303 respondents were collected out of 350 participants to whom questionnaires were distributed. From the employees of IT organizations located in Bangalore (India), the data were congregated. A simple random sampling methodology was employed to congregate data as of the respondents. Generating the hypothesis along with testing is eventuated. The effect of EI and TM along with regression analysis between TM and EI was analyzed. The outcomes indicated that employee and Organizational Performance (OP) were elevated by effective EI along with TM.
A STUDY OF VARIOUS TYPES OF LOANS OF SELECTED PUBLIC AND PRIVATE SECTOR BANKS...IAEME Publication
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2. A Study on Talent Management and its Impact on Employee Retention in Selected it
Organizations in Chennai
https://iaeme.com/Home/journal/IJM 1952 editor@iaeme.com
Key words: Talent Management, Employee Retention, IT organization, Performance
Management, Retention Strategies.
Cite this Article: Jothi Priya R and K. Balasaravanan, A Study on Talent Management
and its Impact on Employee Retention in Selected it Organizations in Chennai,
International Journal of Management (IJM), 11(9), 2020, pp. 1951-1966.
https://iaeme.com/Home/issue/IJM?Volume=11&Issue=9
1. INTRODUCTION
One of the most important management tools in the twenty-first century is talent management.
It is a valuable tool for both employees as well as organizations. It improves the organization's
efficiency and helps people enhance their own abilities. Talent management is the process of
identifying an employee's unique skills and competencies and matching them with a suitable
position. Human resource management (HRM) is in charge of placing the right people in the
right jobs. It also improves the organization's productivity and quality of work. Thus, talent
management is critical for both the company and its employees. Globalization has raised rivalry
among businesses while also opening up new doors of opportunity.
The current economic scenario has raised the demand for talent management, which is
fuelled by a worldwide trend that includes a competitive market, advanced technology, and
business expansion, all of which necessitate a variety of abilities. Human capital is a critical
resource for organisations to adapt to global rivals; as a result, organisations have issues in
retaining exceptional individuals in order to maintain operations and continue to grow. The
capacity to have the appropriate people in the right location at the right time is critical to an
organization's growth potential. Talent management ensures that the appropriate people with
the right talents are in the right place at the right time. The ability to retain highly talented
employees is critical for an organization's future survival. This necessitates the development of
talent management practices in order to assist in the retention of talented employees who could
play a significant role in improving the quality of IT services in Chennai.
2. BACKGROUND OF THE STUDY
Due to developments in the corporate environment, huge improvements in technology have
happened in recent years, necessitating the introduction of computers into enterprises. It has
established the essential human resource capabilities and performance around the globe in the
globalised business. Globalization provides a platform for young people to pursue a variety of
employment options. As a result, globalisation will need to adopt a new strategy to manage
people in organisations. However, in the context of globalisation, firms face difficulty in
exploring the potential of qualified individuals. It is the only method to maintain a competitive
advantage in the workforce through managing promising employees, also known as talent
management. Organizations' main difficulty is not finding the appropriate individual for the
right job, but keeping the competent employee. Therefore, the goal of talent management is to
attract, develop, employ, and retain the greatest minds in order to meet company needs. Thus,
the researcher wants to learn more about talent management and how it affects employee
retention in a few IT companies in Chennai.
3. TALENT MANAGEMENT – CONCEPT AND DEFINITION
The concept of talent management has become so important that it has become the focal point
of many firms' HR strategies. Companies have learned that their employees' abilities and skills
are the driving force behind their performance and commercial success. These businesses
devise strategies and procedures for tracking and managing their staff talent. A company with
3. Jothi Priya R and K. Balasaravanan
https://iaeme.com/Home/journal/IJM 1953 editor@iaeme.com
a skilled and successful workforce can earn a reputation as a wonderful place to work, which
encourages current employees to stay. Talented individuals will also want to work for a
company that values its employees and provides them with opportunities for advancement. It is
tough to keep high-performing employees, which is why HR has grown increasingly important
in this area.[1]
Talent management, according to Mohaimen (2015) [2], entails human resource techniques
aimed at acquiring and retaining the right people for the right position at the right time. In other
words, talent management is the process of acquiring, developing, implementing, engaging,
retaining, and employing a valued employee. As a result, talent management differs
significantly from traditional HRM, which combines fresh information with new technology
and skills rather than repackaging old ideas under a new label. Jyoti (2014) [3] acknowledged
that talent management is one of the methods for attracting and absorbing new personnel, as
well as blossoming and motivating ultra-talented individuals to achieve an organization's total
goals.
3.1 Benefits of Talent Management
In order for a firm to succeed, it is essential that talent management practices are implemented
by that firm. It is a complex collection of human resource operations that generate benefits for
every company.
A better understanding of Employees: Employee evaluations provide managers with in-
depth information on their staff. Their development needs, career goals, strengths and
weaknesses, abilities, and likes and dislikes are all factors to consider. It is so easy to determine
what motivates people to contribute significantly to the job enrichment process.
Development of professional decision-making skills: When an employer is aware of an
employee's great potential, investing in their professional growth becomes easier. Because
development necessitates investment decisions in the individual's learning, training, and
development, whether for growth, succession planning, or performance management, an
organisation is unsure where to make this investment, and talent management simply makes it
easy for them.
Retaining top talent: Despite global economic developments, attrition remains a big worry
for businesses. Retaining excellent people is critical to market leadership and expansion.
Companies that fail to retain their best employees risk losing out to the competition. The
emphasis now shifts to developing employee retention programmes and tactics in order to
recruit, develop, retain, and engage top talent.
Hiring suitable candidates: An organization's quality is determined by the quality of its
staff. Recruiting talent from the bottom up is the best approach to having talent at the top. It's
no surprise, then, that talent management programmes and training, as well as recruiting
assessments, have become an important part of HR operations in recent years.
Right Person in the Right Job: People decisions gain a strategic agenda when their talents
and strengths are properly assessed. The skill or competency mapping helps the employee to
assess the organization's skill inventories. This is particularly significant from both the
organization's and employee's perspectives, because the correct individual is placed in the right
position, and employee productivity is boosted.
3.2 Retention of Employees
Employee Retention refers to an organization's capacity to retain its staff. A simple statistic can
be used to indicate employee retention. Employee retention, on the other hand, is often thought
to refer to businesses' efforts to keep employees in their workforce. In this way, retention
4. A Study on Talent Management and its Impact on Employee Retention in Selected it
Organizations in Chennai
https://iaeme.com/Home/journal/IJM 1954 editor@iaeme.com
becomes a strategy rather than an end result. Employee retention is the practise of persuading
employees, particularly high-skilled individuals who add value to the organisation, to stay with
the company for a long time. Employee retention did not become popular in the business world
until the 1970s and early 1980s, when job mobility and voluntary job change became
increasingly common. The most significant transfer in power from management to employees,
whom the employers failed to recognise, was the shift in power from management to
employees. The most significant requirement on today's management is to retain the most
important and dynamic human resource motivated and dedicated. It's crucial to monitor not
only who the company hires, but also how they keep their core personnel. Managing and
retaining talented personnel is a critical component of gaining a competitive advantage.
3.3 Impact of Talent Management on Employee Retention
Although talent management is a relatively young field, many firms have made it a priority to
guarantee that they can recruit and retain people. The need to develop talent management
expertise can be seen in both corporate and academic studies. When the Boston consultancy
group and the World Federation of People Management Association asked HR professionals
from around the world to rank their most important priorities in 2012, they discovered that
managing talent, improving leadership, and strategic workforce planning were the three most
pressing areas. It implies that every employer must be prepared to fulfil future business
demands, which may be managed effectively through talent management. Employee attraction,
retention, and development have all been connected to the effectiveness of implementing talent
management. Employee retention increases the likelihood that employees will think long term
and avoid making short-sighted decisions. Because retaining high potential employees is a
difficult task, employers must devise strategies to keep them as the organisation pursues high
performance and retention of employees with improved skills. Talent management
encompasses a variety of human resource features, such as various methods for employees to
grow and achieve organisational goals, and it has become critical to the survival of today's
profit-driven competitive company climate.
3.4 Employee Retention and Talent Management Relationship
One of the most significant issues that management faces today is developing and retaining a
workforce that contributes to the organization's performance. Every organization's key goal in
order to expand and progress in this competitive market is to perform consistently and on a
regular basis. Effective talent management is critical for organisations' success and long-term
growth in the present day’s complicated and dynamic business environment, as it allows them
to retain top employees while enhancing productivity. Any company's most valuable asset is
the right talent. Indeed, one of HR's most essential responsibilities is to ensure that employees
with the appropriate abilities remain with the company for a long period. It is critical that a
talent management system is integrated into all parts of human resource management; this will
aid in the recruitment and retention of key people who will contribute to the organization's
success and long-term growth. Talent management and recruitment, development, diversity,
retention, and succession planning approaches all have clear interdependencies. Organizations
may successfully hire and keep necessary talented individuals with effective talent
management.
4. REVIEW OF LITERATURE
Companies should establish and develop talent management in order to recruit and retain staff.
Kumar and Munjal (2021) [4] examined the role of talent management practices in retaining
employees. To determine the influence of talent management practices on employee retention,
5. Jothi Priya R and K. Balasaravanan
https://iaeme.com/Home/journal/IJM 1955 editor@iaeme.com
a descriptive study was done. The association between the variable of talent management and
employee retention was investigated using a multiple regression model. Personnel like to stay
in a company that allows them to advance and grow in their careers, and pay plans are also
highly beneficial in attracting and retaining employees. Talent management, according to
Zulaecha Ngiu et al (2021) [5] focused on talent, which is described as high performance with
developed skills. To investigate the impact of talent management on employee performance, a
quantitative methodology will be used to collect data from 100 respondents. The findings
demonstrated that the more talent management initiatives are adopted, the greater the retention
rate and performance will be. As per Kamal Abdi Yousuf (2019) [6] talent management is a
common retention approach for talented people in the present business environment. Talent
management is a relatively new idea in Somalia, both in the public and commercial sectors, as
many businesses have yet to adopt its content and face significant issues in retaining bright
personnel. The influence of talent management and its influencing elements on retaining
talented people in the Somali banking sector were explored in this study. The purpose of this
study is to assess the efficiency of talent management in retaining personnel in the banking
sector, as well as to identify a research need in Somalia.
5. RESEARCH GAP
Because of the widespread talent shortages, talent management has become a vital business
activity in organisations and a critical decision area for managers (Sparrow & Makram,
2015).[7] Despite practitioners' keen interest in Talent Management, theoretical research has
not progressed at the same rate. Bolander et al. (2014) [8] suggested that the strategic focus on
Talent Management, in particular, has yet to make an impact on practice because of the absence
of empirical studies in the sector. Many researchers state that, despite the focus on Talent
Management, there has been a lack of theoretical advancement due to a lack of practical study.
As a result, more empirical research is needed, as there appears to be a disconnection between
the practitioner and academic interests (Cappelli & Keller, 2014) [9], as well as a paucity of
empirical evidence on existing conceptual models and theories on the issue of Talent
Management. Specifically, there is a little theoretical study on the alignment of Talent
Management with strategy, despite the strategic importance of Talent Management being
emphasised by numerous researchers and practitioners. Hence, this thesis aims to contribute to
the empirical study on Talent Management in order to bridge not only the gap between
practitioners and academics but also the theoretical gap between Talent Management and
strategy.
6. STATEMENT OF THE PROBLEM
There was a bubble in this technological era that caused the most brilliant to transfer from
traditional to information technology. However, they are now returning to their old economy
enterprises. The recession widened the gap between talent supply and demand, resulting in an
oversupply of technical workers compared to demand and an undersupply of multi-talented
workers compared to demand. As a result of this predicament, organisations began to engage
in poaching. To address this issue, businesses must employ the most effective retention
techniques. A talent management strategy can help organisations enhance their performance by
better identifying, sourcing, developing, rewarding, motivating, and retaining the people that
keeps them ahead of the competition. To remain competitive, a company must be able to
function efficiently in the absence of key employees, which can only be accomplished if talent
management and retention policies are implemented. Consequently, every employee will be
involved in the organization's activities, and their efforts will ultimately contribute to the
organization's overall performance. Organizations, according to Khadka (2011) (10), must
employ retention tactics in order to compete. However, no previous study encompassing the
6. A Study on Talent Management and its Impact on Employee Retention in Selected it
Organizations in Chennai
https://iaeme.com/Home/journal/IJM 1956 editor@iaeme.com
talent management practices in the context of determining its effect on employee retention
among IT organizations in Chennai has been conducted. Subsequently, Chennai city was
selected as the research's study area.
7. OBJECTIVES OF THE STUDY
• To find out the current employee retention strategies being used in IT industries of
Chennai city
• To investigate the factors that could lead to improved employee retention strategies
• To identify the impact of talent management practices on employees in IT industries of
Chennai city
• To provide suitable suggestions for enhancing talent management strategies that can be
used by IT industries of Chennai city
8. NEED FOR THE STUDY
The concept of talent management is not new; there has always been a demand for talented
personnel. However, due to the shifting paradigms of the workforce in the modern period, the
corporate sector has just recently experienced a talent shortage. A thorough review of the
literature demonstrates that in today's competitive environment, organisations are confronting
a talent shortage, putting pressure on them to attract the best individuals. Corporate leaders must
ensure that talented employees join the organisation and opt to stay rather than seek
employment elsewhere. Many academics have defined talent management in various ways in
the literature reviewed, but few studies have empirically tested the notion. None of the studies
looked into the many aspects of talent management in depth. There have been few studies that
have looked into the relative value of talent management for employees. Besides that, previous
studies have failed to address the problem of determining the worth of various talent
management components and the weight they carry for employees. From the standpoint of
employees and management, the question of the effectiveness of talent management strategies
has also gone unaddressed. In the present study, employees' perceptions of the relative
importance of various aspects of talent management are assessed, and the success of talent
management strategies is measured by assessing the factors such as talent acquisition, career
planning, performance management, talent strategy and employee retention in the perspective
of the IT employees.
9. SCOPE OF THE STUDY
This study will benefit organizations in Chennai’s IT industry in the areas of talent management
and employee retention. The organisation, personnel, and other researchers would all benefit
from this research. Subsequently, the findings of this study will be beneficial to IT firms, as it
will aid management in their efforts to ensure that talent management practices are fully
understood as specified by policies, procedures, and processes. Thus, IT companies in Chennai
will be able to retain their employees and improve their overall performance. The outcomes of
this investigation will also be added to the existing body of knowledge.
10. RESEARCH METHODOLOGY
The specification of the research design, questionnaire design, sample design, data collection,
and statistical techniques that are used to analyse the acquired data are all part of the
methodology utilised to conduct the study.
7. Jothi Priya R and K. Balasaravanan
https://iaeme.com/Home/journal/IJM 1957 editor@iaeme.com
Research design: The research design for this study is a descriptive research design. The
features of a relevant group are described in a descriptive research design. The information in
descriptive research is precisely defined because it is characterised by the creation of specific
hypotheses.
Study area: Due to time and budgetary constraints on the part of the researcher, the study
was limited to Chennai.
Study units: Through descriptive research approaches, the current study intends to
investigate talent management strategy and its impact on employee retention among the
employees (team members, team leads and project managers) at chosen IT organizations (i.e.
TCS, Infosys, Wipro, and HCL Technologies) based in Chennai city.
Sample Population: The employees at selected IT companies (i.e. TCS, Infosys, Wipro,
and HCL Technologies) in Chennai city are the sample population for the current study.
Research Instrument: To examine the talent management strategies and their influence on
employee retention within TCS, Infosys, Wipro, and HCL Technologies, a self-structured
questionnaire was created. The survey questionnaire was designed in such a way that the
responses reflected the respondents' opinions and thoughts. The Likert 5 point scale (• Strongly
Disagree. • Disagree • Neither agree nor disagree • Agree • Strongly Agree) was used to
evaluate the questions. HR professionals took the talent management initiative, but the
repercussions of this endeavour are related to employees. These questionnaires assisted in
determining the efficiency of such management initiatives as well as employee satisfaction
levels.
Sampling Technique: Because the population is only a few hundred, the sampling
approach used for this study is a simple random sample strategy. Simple random sampling is
another name for probability sampling. Every element has an equal chance of being included
in the sample under this sampling design.
Sample Size: The current study has a sample size of 289 people. For the current study, 356
respondents were approached from four different IT firms in Chennai, and 289 of them
answered relevantly, resulting in a sample size of 289 respondents (team members, team leads
and project managers) from four different IT companies in Chennai being chosen for the final
study.
Table 1 Sample Size Estimation
SL. No. Selected IT companies in
Chennai
No. of respondents
approached
No. of populations responded
with complete data
1 TCS 96 80
2 INFOSYS 89 70
3 WIPRO 90 73
4 HCL TECHNOLOGY 81 66
Total 356 289
Source: Primary Data
Variables in the study
Independent Variables: Talent Acquisition, Career Planning, Performance Management
Dependent Variables: Talent Strategy & Employee Retention
8. A Study on Talent Management and its Impact on Employee Retention in Selected it
Organizations in Chennai
https://iaeme.com/Home/journal/IJM 1958 editor@iaeme.com
Data Collection
Primary data: A structured questionnaire was used to conduct a survey among the employees
of four IT firms in Chennai to acquire primary data. The participants were asked to rate several
items on a 5-point Likert Scale, from 5 representing Strongly Agree to 1 representing Strongly
Disagree. The survey asked questions about talent management and how it affects employee
retention. The researcher followed all of the research ethical principles.
Secondary information: Journals, reports, publications, books, newspapers, magazines,
working papers, research papers, relevant websites, company publications, and manuals were
used to gather secondary data.
Reliability: Reliability is the term used to describe the result consistency across time. The
results of the questionnaire under investigation are regarded to be reliable if they can be
replicated using the same approach. The two most critical characteristics of any research are
validity and reliability. Internal consistency is measured using Cronbach's alpha. Cronbach's
Alpha was used to assess the questionnaire's reliability, with an estimate of 0.7 and above
indicating that the data was reliable. The outcomes are displayed below:
Table 2 Reliability
Factors Cronbach’s Alpha Number of Items
Talent Acquisition 0.910 3
Career Planning 0.723 3
Performance Management 0.754 3
Talent Strategy 0.717 3
Employee Retention 0.744 3
Overall value 0.836 15
Source –SPSS Output
Validity: Validity refers to the quality of the research technique utilised. Validity
determines whether or not the procedures utilised are appropriate. The content validity and item
validity of the statements/items of the questionnaire schedule utilised for the research project
are satisfied following a systematic inspection. The questionnaire was modified with required
revisions and the data collecting tool was made contently legitimate based on the comments
and recommendations of specialists in the field of HRM. After scrutinising the items and
deleting the invalid ones based on the suggestions, only valid items are retained.
Data Analysis and Statistical Tools: Simple percentages, One-way ANOVA and SEM
were used to analyse the primary data gathered using a questionnaire. Various statistical and
mathematical techniques were used to compute and analyse the acquired data. The data were
analysed with IBM SPSS 20 software. The AMOS -20 Software was used to test the models.
11. OVERVIEW OF INFORMATION TECHNOLOGY
Information technology is a broad term that refers to all aspects of organising and processing
data, particularly within a large organisation or business. IT is a term that is frequently used to
describe computers and computer networks. It encompasses all levels of a company's systems,
from physical hardware to operating systems, applications, databases, storage, servers, and
much more. In recent years, the contribution of IT industries to economic growth has been
enormous. This is due to the reliance of western firms on outsourcing work to India. The IT
industry, as a hotbed of innovators, provides world-class technology to people all over the
world. This allows the Indian economy to transition from an agriculturally based economy to a
knowledge-based economy.
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12. PROFILE OF STUDY UNITS - SELECTED IT COMPANIES IN
CHENNAI
• TCS - Tata Consultancy Services: Tata Consultancy Services, located in Mumbai,
India, was founded in 1968. TCS is one of the most valued 'Big4' IT service brands in
the world, employing over three lakh employees. It is the face of the Indian IT industry
and a well-known name in the worldwide IT industry. In Chennai, there are 11 branches
of the TCS office.
• Infosys: Infosys is an Indian software company that was founded in 1981 and is based
in Bengaluru. It is home to around 175000 individuals, including many well-known
Indian personalities such as Mr Narayan Murthy and Nandan Nilekani, to name a few.
There are 4 branches of Infosys in Chennai.
• Wipro: Wipro, founded in 1945, joined the IT-sphere in 1980 and has since grown to
become one of the world's largest IT companies. It is led by Azim Premji and is
headquartered in Bengaluru, India. It was the first software company to receive SEI
CMMI Level 5 certification in 2002. It has a long list of firsts in the IT industry,
including introducing Lean Management to the service industry. Including BPO offices,
there are 7 branches for Wipro in Chennai.
• HCL Technologies: Mr Shiv Nadar created HCL Technologies in the year 1976, and
the company is headquartered in Noida, India. HCL employs hundreds of thousands of
individuals in 35 countries around the world. Business Services, Custom Application
Services, Engineering R&D, Enterprise Transformation Services, and IT Infrastructure
Management Services are some of the business lines where HCL has a presence. There
are about 9 offices in Chennai, operated by HCL Technologies.
13. DATA ANALYSIS
13.1 Demographic Profile of the Respondents
The demographic profile of the respondents may be gleaned from table 3. 67.5 percent of the
responders in the sample are men, while 32.5 percent are women. 62.3 percent of workers are
between the ages of 26 and 35 years, 22.1 percent are between the ages of 36 and 45 years, 12.1
percent are between the ages of 46 and 55 years, and just 3.5 percent are beyond 55 years old.
78 (27%) of the 289 respondents are graduates, 132 (45.7%) are postgraduates, 49 (17%) are
certificate holders, and 30 (10.4%) of their education falls into the other group. In IT firms, 15.6
percent of workers are system engineers, 56.1 percent are senior system engineers, 24.6 percent
are team leaders, and 3.8 percent are project managers. In terms of experience, 102 (35.2
percent) of them have 1–5 years in the IT industry, 114 (39.5 percent) have 6–10 years, 43 (14.9
percent) have 11–13 years, and just 30 (10.4 percent) have more than 15 years. According to
the table below, 10.4 percent of them earn between Rs. 4,00,000 and Rs. 8,00,000 per year, 60.2
percent earn between Rs. 8,00,001 and Rs. 12,00,000 per year, 22.5 percent earn between Rs.
12,00,000 and Rs. 16,00,000 per year, and 6.9 percent earn more than Rs. 16,00,000 per year
from IT companies.
Table 3 Demographic Profile
Factors Frequency(n) Percentage (%)
Gender
Male 195 67.5
Female 94 32.5
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Age
26 - 35 Years 180 62.3
36 - 45 Years 64 22.1
46 - 55 Years 35 12.1
Above 55 Years 10 3.5
Education
Graduate 78 27.0
Post Graduate 132 45.7
Diploma 49 17.0
Others 30 10.4
Designation
System Engineer 45 15.6
Senior System Engineer 162 56.1
Team Lead 71 24.6
Project Manager 11 3.8
Experience
1 - 5 Years 102 35.3
6 - 10 Years 114 39.4
11 - 15 Years 43 14.9
Above 15 Years 30 10.4
Annual Income
Rs. 4,00,001- Rs. 8,00,000 30 10.4
Rs. 8,00,001- Rs. 12,00,000 174 60.2
Rs. 12,00,001 - Rs. 16,00,000 65 22.5
Rs. 16,00,000 and Above 20 6.9
Total 289 100.0
Source – SPSS Output
Result:
According to the above data, the majority of the workers who took part in the survey were men
between the ages of 26 and 35. The bulk of the responders were post-graduates with a senior
system engineer title and 6–10 years of experience. The majority of workers have a yearly
income of between 8,00,000 to 12,00,000.
13.2 Structural Equation Modelling (SEM)
The Observed, endogenous variables:
Talent Strategy & Employee Retention
The Observed, exogenous variables:
Talent Acquisition, Career Planning & Performance Management
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The Unobserved, exogenous variables:
e1 (Customer Satisfaction) & e2 (Customer Retention)
Variable counts (Group number 1)
Number of variables in your model: 7
Number of observed variables: 5
Number of unobserved variables: 2
Number of exogenous variables: 5
Number of endogenous variables: 2
Figure 1 SEM model Assessment of talent management and its impact on employee retention
Source: AMOS output
Table 2 Results of Testing of Hypothesis
Variables Relationship Estimation SE CR P-Value
Talent Strategy <--- Talent Acquisition 0.195 0.076 2.567 0.010
Talent Strategy <--- Career Planning 0.412 0.079 5.242 0.000
Talent Strategy <--- Performance Management 0.441 0.075 5.906 0.000
Employee Retention <--- Talent Strategy 0.754 0.034 22.286 0.000
Source: AMOS output
Hypothesis Discussion:
H01 – Talent acquisition has no significant impact on Talent strategy
The null hypothesis is rejected since the p-value (0.10) is smaller than the significant value
(0.01), as indicated in table 4. As a result, talent acquisition has a major influence on talent
strategy.
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H02 – Career planning has no significant impact on Talent strategy
From table – 4 it is shown that the p-value (0.000) is lesser than the significant value (0.01),
thus the null hypothesis is rejected. So, career planning has a significant impact on talent
strategy.
H03 – Performance management has no significant impact on Talent strategy
As indicated in Table – 4, the p-value (0.000) is less than the significance level (0.01), indicating
that the null hypothesis is rejected. As a result, performance management has a substantial
influence on talent strategy.
H04 – Talent strategy has no significant impact on Employee Retention
Table – 4 demonstrates that the p-value (0.000) is smaller than the significant value (0.01), and
as a result, the null hypothesis is rejected. As an outcome, it can be argued that talent
strategy has a major influence on employee retention.
Table 5 Summary of Major Model Fit Indices
Parameters Acceptable Good Fit values Values of the Research Model
GFI >0.9 0.973
AGFI >0.9 0.966
CFI >0.9 0.976
RMSEA <0.06 0.036
RMR <0.10 0.066
Source: AMOS output
Interpretation:
The research looked at criteria such as absolute goodness of fit (GFI = 0.973), comparative fit
indices (CFI=0.976), adjusted goodness of fit (ACFI=0.966), root mean square error of
approximation (RMSEA= 0.036), and root mean square residual (RMR= 0.066) to assess the
overall model's suitability. Though no uniform figures exist for these SEM fit metrics,
recommendations may be derived from a variety of sources to arrive at the final conclusion. As
a result, the aforementioned number indicates that the model is a perfect fit.
13.3 One-way ANOVA Analysis
One Way ANOVA between Age and Study Variables
H04 – There is no significant relationship between the age of the respondents and study variables
Table 6 Age and Study variables
Factors F-Value P-value Inference Result
Talent Acquisition 0.125 0.945 NS Accepted
Career Planning 2.590 0.043 S Rejected
Performance management 2.497 0.050 S Rejected
Talent Strategy 3.346 0.020 S Rejected
Employee Retention 1.897 0.130 NS Accepted
Source – SPSS output, NS – Not Significant, S – Significant
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Interpretation and Inference
The above table shows that since the significant value is lesser than 5% level, for career
planning, performance management and talent strategy the null hypothesis is rejected for age
factor and the variables career planning, performance management and talent strategy. The
significant value is higher than the 5% level for the variables talent acquisition and employee
retention; here we accept the null hypothesis. So, there is a significant relationship between age
factors and career planning, performance management and talent strategy. There is no
significant relationship between the age factor and the study variables like talent acquisition
and employee retention.
One Way ANOVA between Education and Study Variables
H05 – There is no significant relationship between the education of the respondents and study
variables
Table 6 Education and Study variables
Factors F-Value P-value Inference Result
Talent Acquisition 0.718 0.542 NS Accepted
Career Planning 2.377 0.070 NS Accepted
Performance management 3.361 0.019 S Rejected
Talent Strategy 5.013 0.002 S Rejected
Employee Retention 3.371 0.019 S Accepted
Source – SPSS output, NS – Not Significant, S – Significant
Interpretation and Inference
The above table shows that since the significant value is lesser than 5% level, for, performance
management, talent strategy and employee retention the null hypothesis is rejected for
education factor and the variables performance management, talent strategy and employee
retention. The significant value is higher than the 5% level for the variables talent acquisition
and career planning; here we accept the null hypothesis. So, there is a significant relationship
between education factors and performance management, talent strategy and employee
retention. There is no significant relationship between the education factor and the study
variables like talent acquisition and career planning.
14. MAJOR FINDINGS
• The demographic information of the respondents depicts that the majority of the
employees who took part in the poll were males between the ages of 26 and 35,
according to the aforementioned statistics. The majority of those who responded were
post-graduates with a designation of the senior system engineer and 6–10 years of
experience. The bulk of employees earns between 8,00,000 to 12,00,000. per year.
• SEM analysis portrays that the Goodness-of-fit index: GFI = 0.973, CFI = 0.976, ACFI
= 0.966, RMSEA = 0.036, and RMR = 0.066 were used to judge the model's overall
suitability by looking at things like the root mean square error of approximation
(RMSEA = 0.036) and the root mean square residual (RMR = 0.066). These SEM fit
metrics don't have a set number for them, but recommendations can come from a variety
of sources to get to the end result. As a result, the number above shows that the model
is the appropriate fit.
• ANOVA result shows that there is a significant relationship between age factors and
career planning, performance management and talent strategy. There is no significant
14. A Study on Talent Management and its Impact on Employee Retention in Selected it
Organizations in Chennai
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relationship between the age factor and the study variables like talent acquisition and
employee retention.
• One-way ANOVA between education and study variables depicts that there is a
significant relationship between education factors and performance management, talent
strategy and employee retention. There is no significant relationship between the
education factor and the study variables like talent acquisition and career planning.
15. SUGGESTIONS
• It is possible to provide managers with training, skills, and knowledge, as well as
encourage them to engage and conduct regular conversations with employees,
particularly about their career aspirations and developmental needs, in order to ensure
the proper assignment of work assignments to high-potential employees, thereby
increasing their retention within the IT organisation.
• Employees can be retained if adequate opportunities for career growth opportunities are
provided. Employees must be treated fairly – through compensation, rewards and
recognition schemes, an open environment and culture are created, competitive
remuneration packages are provided, job responsibilities are clarified, and continuous
training opportunities for skill up-gradation are provided.
• Employees will become more entwined with the organisation if their thoughts and
opinions are valued, resulting in a better retention rate. Employees are also more likely
to perform well when their opinions and ideas are valued, therefore employee
performance will improve.
• To create a sophisticated talent management environment, an organisation must develop
a roadmap for technology and process integration; define a clear vision for talent
management; integrate and optimise processes; use robust technology to enable
processes, and prepare the workforce for the changes that will occur as a result of the
new environment.
16. LIMITATIONS OF THE STUDY
• The views and opinions of employees from 5 different IT organisations were included
in this study. It is possible that participants' responses to certain questions are skewed.
It could be due to a lack of interest or bias in relation to the questions.
• Due to a lack of time and financial resources, the data for this study was only obtained
from 5 IT firms in Chennai city.
• A time span of just 3 to 4 months was available to conduct and complete the study,
indicating a time constraint. Therefore, more detailed studies, such as in terms of
employee satisfaction, organizational culture and other related factors were not
analyzed.
• The study also has a limitation in terms of the generalizability of its findings. The sample
data pertains to only the IT sector, hence the conclusions may not be totally
generalizable to other industries.
• Interrupted interviews were another stumbling block. Because some of the participants
were highly busy and had limited time, their concentration and the natural flow of the
interviews suffered as a result. This study, however, used observation and recording
methods to triangulate the data in order to improve the validity (and reduce bias) of the
findings.
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17. IMPLICATIONS OF THE STUDY
One of the most essential consequences for management is that talent is inextricably related to
strategy, and building Talent Management techniques and processes necessitates an awareness
of the unique requirements that arise from the strategy to guide talent description. Management
should, however, assess whether talent could play a role in establishing the strategy's direction.
Because talent is inherently dynamic, it can shift fast and frequently. When talent requirements
change, the managerial impact is to evaluate how to keep Talent Management operations
current and functional. Furthermore, realising the benefits of Talent Management takes time,
and implementing Talent Management systems is both time-consuming and expensive. It might
be said that measuring Talent Management actions is difficult; generating relative
measurements for the performance of procedures and practises, or measures of recognising
talented individuals, can be difficult, but necessary. Disparities in strategy, talent perceptions,
and Talent Management activities can lead to demotivation and communication problems,
making it difficult to realise the benefits of Talent Management. Thus, strong leadership is
required to ensure that the processes run smoothly and that the potential value of Talent
Management is realised. As a result, managers must comprehend their position in the
formulation and implementation of successful Talent Management.
18. CONCLUSION
The requirement for human capital drives talent management, which improves the integration
of newcomers, employee retention, and development. The goal of the study was to look into
the effect of talent management practices on employee retention in a few IT companies in
Chennai. 289 respondents were chosen for this study from various IT organisations in Chennai,
including HCL, TCS, Wipro, and Infosys. Various levels and sectors will have different talent
management strategies, therefore adequate attention must be made to ensure that the right
strategy is followed for better results. With rising competition, a scarcity of talent, globalisation,
and an ever-increasing need to manage talent, the study of talent management practice is
becoming more important. As a result, it is critical to provide training and development in
conjunction with a long-term career development plan, as well as to practise performance
appraisal by providing accurate feedback in a timely manner so that employees can benefit from
the rewards and remunerations that come with good performance. Talent acquisition, Career
planning, Performance management, Talent Strategy and Employee retention will all improve
as a result of this. According to the findings of this study, by implementing these talent
management techniques in the selected IT organisations, employee retention can be improved
while the organisation remains competitive and successful.
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