Attract, develop and retain employees by assured pipeline of knowledgeable and qualifying people is important for the success of the institutions which is known as talent management. The main issues facing by the educational institutes is shortage of competent and qualified faculties. It has resulted in institutions focusing on how to retain the talent and how to develop them. Where institutions are running at risk of talent crisis talent retention is the not only the choice of the managers but also the need for the institutions.The important factors which contributes to faculty retention and recruitment are benefits, supportive environments, spouse employment opportunities, start-up and resources and salaries. This research paper provides few strategies which institutions can adopt for attracting and retaining talent which is best available for them.
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.
Importance of Human Resource Management in 21st Century12inch
Human beings are the most important resource of an organization. These are the people who plan all the activities and then they carry on all the activities. And managing human beings is the toughest duty of the manager as no two persons are alike. Every individual has separate values, aspirations, motivations, assumptions, goals, etc. Today we are discuses about Importance of human resource management in 21st century
Dynamics of Motivation strategies for KnowledgeworkerIJERA Editor
The article is a study and analysis paper attempting to evaluate a strategy to motivate knowledge worker as a
part of improving the performance of an organisation as well as Knowledge Management (KM) activities). To
establish a good knowledge management system in a firm, human resources are vital tool. The productivity of
the firm and to remain competitive in the field, human resources are fore most important. The challenge lies
with the conversion of tacit knowledge residing in the human resources has to be brought out in code able form
by means of training, documents, lecture etc.
As a human resource development activities, the knowledge worker has to be picked up based on the
performance as desired by the firm. Subsequently to retain the knowledge level and further growth of the firm,
proper training, sharing of the knowledge, motivating the knowledge workers by different techniques to
felicitate knowledge management activities are essential. Different motivational methods applicable for different
knowledge level workers are brought out. The dynamics of the motivational strategies for knowledge workers
depending upon the organisational culture and human behavioral aspects are brought out.
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.
Importance of Human Resource Management in 21st Century12inch
Human beings are the most important resource of an organization. These are the people who plan all the activities and then they carry on all the activities. And managing human beings is the toughest duty of the manager as no two persons are alike. Every individual has separate values, aspirations, motivations, assumptions, goals, etc. Today we are discuses about Importance of human resource management in 21st century
Dynamics of Motivation strategies for KnowledgeworkerIJERA Editor
The article is a study and analysis paper attempting to evaluate a strategy to motivate knowledge worker as a
part of improving the performance of an organisation as well as Knowledge Management (KM) activities). To
establish a good knowledge management system in a firm, human resources are vital tool. The productivity of
the firm and to remain competitive in the field, human resources are fore most important. The challenge lies
with the conversion of tacit knowledge residing in the human resources has to be brought out in code able form
by means of training, documents, lecture etc.
As a human resource development activities, the knowledge worker has to be picked up based on the
performance as desired by the firm. Subsequently to retain the knowledge level and further growth of the firm,
proper training, sharing of the knowledge, motivating the knowledge workers by different techniques to
felicitate knowledge management activities are essential. Different motivational methods applicable for different
knowledge level workers are brought out. The dynamics of the motivational strategies for knowledge workers
depending upon the organisational culture and human behavioral aspects are brought out.
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.
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.
The Effects of Motivation on Staff Productivity/Performance at the Francis Su...iosrjce
The paper examines the impact of motivation on staff performance and productivity in the university
library, using structured questionnaire and interview tools administered on 72 para-professional staff. The
study sought to know what their possible motivating factors are and to what extent they can be influenced for
higher performance and productivity. The result revealed both the factors and the degree of influence in the
following descending order, participation in decision making, job security, challenging work assignment,
monetary reward and job incentives. It was evident that their productivity was at its lowest ebb as further
inquiry revealed that apart from the mass retrenchment of staff in 2004, only three (4.2%) of the staff were
sponsored for training between 2004-2011.Recomendations were made for regular management and staff
dialogue in addition to training of staff on new information technologies as their level of backwardness was
appalling
Innovative Human Resource Practices in Indian Banks: A Study from HR Manager’...Dr. Amarjeet Singh
Banking sector is one of the vital financial pillars of
Indian economy is one of the indispensable money related
mainstays of Indian economy. The progression approach has
influenced the intensity of banks because of the worldwide
weights coming about into mix of Human Resource The
board with business approaches. The review by Boston
Consulting Group (BCG) and Indian Bank's Affiliation
(IBA) report that the Indian keeping money industry will
confront two up and coming difficulties that is an monetarily
feasible answer for monetary consideration and HR structure
in next multi decade. While the main test requests bizarre
advancement and experimentation, the second undermines to
injure the capacity of the biggest fragment of the saving
money industry from having the capacity to advance and
remain aggressive. The special complexities of people in
general division make traditional HR arrangements
ineffectual. The activities like "Pradhan Mantri Jan-Dhan
Yojana" by the Honorable Prime Minister of India, banks
commitment in the budgetary incorporation has helped up,
however the representative's desires from the business have
additionally emerged. This requires a need to advance the
prior HR practices of the banks with the goal that the
representative profitability can be improved. This paper
intends to give an understanding to such advancements,
identified with Human Resource Management with the
assistance of a essential investigation dependent on the
perspectives of HR chiefs of six diverse Indian banks both
from open and private segment. These creative HRM
rehearses have been recorded under seven distinct heads of
HRM to be specific enlistment and determination, preparing
and advancement, execution the executives, pay the
executives, profession improvement, worker inspiration and
representative security. A couple of the prior examinations
have likewise been eluded for the last ends. The dimension of
usage of these advancements may not be tasteful, yet the
usage has been begun and the positive outcomes in the
profitability will make these banks feel how essential these
are for their development. It has been discovered that
intermingling of practices of new and imaginative HR regions
will profit the banks to wind up progressively aggressive.
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.
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.
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.
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.
The Effects of Motivation on Staff Productivity/Performance at the Francis Su...iosrjce
The paper examines the impact of motivation on staff performance and productivity in the university
library, using structured questionnaire and interview tools administered on 72 para-professional staff. The
study sought to know what their possible motivating factors are and to what extent they can be influenced for
higher performance and productivity. The result revealed both the factors and the degree of influence in the
following descending order, participation in decision making, job security, challenging work assignment,
monetary reward and job incentives. It was evident that their productivity was at its lowest ebb as further
inquiry revealed that apart from the mass retrenchment of staff in 2004, only three (4.2%) of the staff were
sponsored for training between 2004-2011.Recomendations were made for regular management and staff
dialogue in addition to training of staff on new information technologies as their level of backwardness was
appalling
Innovative Human Resource Practices in Indian Banks: A Study from HR Manager’...Dr. Amarjeet Singh
Banking sector is one of the vital financial pillars of
Indian economy is one of the indispensable money related
mainstays of Indian economy. The progression approach has
influenced the intensity of banks because of the worldwide
weights coming about into mix of Human Resource The
board with business approaches. The review by Boston
Consulting Group (BCG) and Indian Bank's Affiliation
(IBA) report that the Indian keeping money industry will
confront two up and coming difficulties that is an monetarily
feasible answer for monetary consideration and HR structure
in next multi decade. While the main test requests bizarre
advancement and experimentation, the second undermines to
injure the capacity of the biggest fragment of the saving
money industry from having the capacity to advance and
remain aggressive. The special complexities of people in
general division make traditional HR arrangements
ineffectual. The activities like "Pradhan Mantri Jan-Dhan
Yojana" by the Honorable Prime Minister of India, banks
commitment in the budgetary incorporation has helped up,
however the representative's desires from the business have
additionally emerged. This requires a need to advance the
prior HR practices of the banks with the goal that the
representative profitability can be improved. This paper
intends to give an understanding to such advancements,
identified with Human Resource Management with the
assistance of a essential investigation dependent on the
perspectives of HR chiefs of six diverse Indian banks both
from open and private segment. These creative HRM
rehearses have been recorded under seven distinct heads of
HRM to be specific enlistment and determination, preparing
and advancement, execution the executives, pay the
executives, profession improvement, worker inspiration and
representative security. A couple of the prior examinations
have likewise been eluded for the last ends. The dimension of
usage of these advancements may not be tasteful, yet the
usage has been begun and the positive outcomes in the
profitability will make these banks feel how essential these
are for their development. It has been discovered that
intermingling of practices of new and imaginative HR regions
will profit the banks to wind up progressively aggressive.
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.
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.
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
The study is intended to find the impact of reverse mentoring and SHRM in any industry. The various information related to this study has been collected by using internet sources and questionnaire method has also been used to collect, analyze the primary data related to this study. The finding of the research has suggested that Reverse Mentoring and SHRM has plays as most effective role in the industry and also on any factor influence the Reverse Mentoring in the employee’s productivity and it is situated in the mentoring literature as an alternative form of mentoring, with special features and support functions exchanged that distinguish it from other developmental relationships. Khushboo Sharma | Dr. Abdul Jadid "Reverse Mentoring and Strategic HRM" 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/ijtsrd50317.pdf Paper URL: https://www.ijtsrd.com/management/other/50317/reverse-mentoring-and-strategic-hrm/khushboo-sharma
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.
Employee Mentoring and Organizational Effectivenessijtsrd
This study examines the relationship between mentoring and organizational effectiveness. Mentoring in the workplace is a comprehensive business strategy that utilizes the skills and expertise of more experienced employees as resources to those who are new to the company or those who are less experienced in certain areas within the company. The paper after a critical review of the available literature revealed a significant relationship between mentoring and organizational effectiveness. Based on the above conclusion, the paper recommend that There should be more organized formal corporate mentoring programs supported by relevant policies and management will power Management should develop a program advisory team on mentoring with defined objectives, regularly evaluating their performance against set standards and correcting unhealthy deviations from standards where such exist. Victor Barinua | Ibe, Uchenna Mabel "Employee Mentoring and Organizational Effectiveness" 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/ijtsrd49978.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/49978/employee-mentoring-and-organizational-effectiveness/victor-barinua
Effect of Human Capital on Employee Engagement in Increasing Employee Perform...AJHSSR Journal
ABSTRACT : Increasingly competitive competition in the era of globalization encourages nations around the
world to improve the quality of human resources. Human Capital has a central and important role in the success
of an organization that can be used to develop the competitiveness of a company because it is rare, difficult to
imitate by competitors and cannot be replaced by other types of resources. The sample size for this study is 110
participants, which will be used to support the research. The census method was utilized in this study as a sample
methodology. The data required were collected through questionnaires. The results showed that Human Capital
has a direct and significant effect on employee engagement, and also human capital has a direct and significant
effect on employee performance, which were analyzed using SmartPLS software.
KEYWORDS : Human Capital, Employee Engagement, Employee Performance
Human resource is an asset to any organization and as a result training has become an issue that has to be faced by every organization. The main objective of this study was to determine whether training has an outcome on employee performance and organizational effectiveness. This study is both qualitative and quantitative in nature. In order to address the objective of the study, descriptive study design was used in which data was collected across a sample population through simple random sampling. Two hundred thirty-four (234) questionnaires were distributed for the collection of data and 223 were filled and returned back. The methodologies that were used to collect the data were questionnaire and interview augmented by different literature's found in the organization. Results show that training and delivery style have effect on employees performance and also training design have positively affect the overall organizational performance, the organizations predominantly used on-the-job training method, though there is a trade-off between the two methods and less emphasis has been given to off-the-job training methods, the major challenges of human resource training programs of organizations are shortage of training materials, shortage of budget for employee training's, absence of training needs assessment. Hence, it is better if organizations design a training program based on the need assessment result or the requirements of the job and employee deficiency of ability for the job in order to increase individual as well as the overall organization performance.
This paper was set to examine training and development in the banking sector and reaffirm the investment in training and development. In line with the assertion made by the literature and the evidences gathered in the process of the study, the following recommendations were made: It is an established fact that no serious minded organization like banks can be staffed by people with expertise and potentials in the various disciplines needed for its total functioning simply by recruitment and selection, it’s the systematic training and development of personnel on continuous basis that can harness the totality of human resources in the organization, banks should ensure that any training and development which takes place is based on proper analysis of its contribution to the effectiveness and efficiency of banking industry. The data collected from different sources was cross checked. Different statistical tools and techniques were used like mean, mode, median, averages, t-test and chi-square. The paper concluded that investment in the area of training and development in the human resources will bear the fruits much fold for the banking industry of the two countries. For the Indian banks have established their training institutes for the purpose of training its staff which was lacking with their counterparts. Each employer who invests seriously in the area of Training and Development will reap the benefits of an enriched working environment with higher levels of staff retention as well as increased productivity and performance. In the modern computer era training has gained the reputation of dynamic concept which needs to be understood in that perspective most of the modern banks which do not respond to the dynamic change that are seen in changed environment may fail to respond to the needs of customers. Training is one of most important and effective means of bringing about change in banking sector. Hence, the study is carried with the aim of studying training implementation in these selected banks.
Overview of the Effect of Employee Training on Organizational Perf.docxgerardkortney
Overview of the Effect of Employee Training on Organizational Performance .There has been a general resistance to investment in training in organizations until recently because of the presumption that employees hired under a merit system are qualified and trained for their jobs (Okotoni and Erero, 2005). It was further assumed that if that was not the case then it means that initial selection of personnel was faulty (Stahl, 1956). This assumption no longer holds as the need for training became evident in all sectors (Okotoni and Erero, 2005). Training offers a way of “developing skills, enhancing productivity and quality of work, and building worker loyalty to the firm” (http://www.bls.gov/oco/ocos021.htm).
Training has become the Holy Grail to some organizations, an evidence of how much the management truly cares about its workforce (Hamid, 2011). Hamid (2011) went further to say that the effectiveness with which organizations manage, develop, motivate, involve and engage the willing contribution of those who work in them is a key determinant of how well these organizations perform.
The importance of training has become more obvious given the growing complexity of the work environment, the rapid change in organizations and technological advancement which further necessitates the need for training and development of employees to meet the challenges. Training helps to ensure that organizational members possess the knowledge and skills they need to perform their jobs effectively, take on new responsibilities, and adapt to changing conditions (Jones, George and Hill, 2000). Similarly, training helps improve quality, customer satisfaction, productivity, morale, management succession, business development, profitability and organizational performance.
Usually, before training programmes are organized efforts are made through individuals and organization’s appraisals to identify the training needs (Olaniyan & Ojo, 2008:327). After the training programmes, an evaluation is carried out to ascertain the effectiveness of the programme in line with the need, which had been identified (Olaniyan & Ojo, 2008). The essence of evaluation is to know the extent to which the training has positively affected the employee’s productivity. Organization’s development follows the development of individual who form the organization. It therefore follows that no organization becomes effective and efficient until the employee has acquired and applied the required skills and knowledge.
Conceptual Framework
Training has been defined differently by different authors. It is “a systematic acquisition and development of the knowledge, skills, and attitudes required by employees to adequately perform a task or job or to improve performance in the job environment” (Tharenou, Saks and Moore, 2007:252). Another concept opines that training primarily focuses on teaching organizational members on how to perform their current jobs and helping them acquire the knowledge and skills .
Similar to TALENT MANAGEMNT IN EDUCATION SECTOR (20)
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
1. International Journal on Cybernetics & Informatics (IJCI) Vol. 6, No. 1/2, April 2017
DOI: 10.5121/ijci.2017.6206 47
TALENT MANAGEMNT IN EDUCATION SECTOR
Ms Shweta Tyagi1
, Prof.Dr. Gurinder Singh2
, Ms. Tripti Aggarwal3
123
Amity International Business School,
Amity University, Uttar Pradesh.
ABSTRACT
Attract, develop and retain employees by assured pipeline of knowledgeable and qualifying people is
important for the success of the institutions which is known as talent management. The main issues facing
by the educational institutes is shortage of competent and qualified faculties. It has resulted in institutions
focusing on how to retain the talent and how to develop them. Where institutions are running at risk of
talent crisis talent retention is the not only the choice of the managers but also the need for the institutions.
The important factors which contributes to faculty retention and recruitment are benefits, supportive
environments, spouse employment opportunities, start-up and resources and salaries. This research paper
provides few strategies which institutions can adopt for attracting and retaining talent which is best
available for them.
KEYWORDS
Talent Retention, Talent Acquisition and Talent Development, Education Sector, Strategies.
1. INTRODUCTION
For many institutions, the talent management is relatively untapped and new concept in the field
of human resource management despite of proving many times its importance and competitive
advantage for the institution. Institutions doesn’t have knowledge of related to the strategies used
in talent managementwhich are deployed in higher education system to support them and the
effectiveness of those strategies. Industries and corporates are concerned with the talents to make
the business stand in the competitive era.
There is a 25% difference shown in attrition rate which results in million$ expenses of
organization to replace several professionals for every 50th person position in the organization.
(jonathan et al,2011) . talent management is increasing its importance in corporate human
resource management which defines it is more profitable and feasible to develop talent instead of
acquiring and hiring talent from the outside.[20]
Talent management hold 3 different conceptions according to (lewis and heckmen’s 2006): 1)
collection of practices of human resource department, 2) human resources flow within the
organization, and 3) rewarding, sourcing and developing talent of the employee. Nurturing and
leveraging the asset of talent management for the continuous growth is very important for the
organization well being and it hold equal importance as serving in the corporate sector to
someone serve in the education field.[16]
Gay and sims (2006) introduces talent management as career progress and facilitating
development of highly skilled and talent individuals which uses formalized resources, procedures,
processes and policies.[1]
2. International Journal on Cybernetics & Informatics (IJCI) Vol. 6, No. 1/2, April 2017
48
The growth of the education sector totally depend on the various kind of the employee which
retain as a faculty. It’s the faculty who sets the image and tone of the institution to move ahead.
Therefore, the hiring of the right faculty becomes challenge for the institutions of the education
and high turnover is a big threat in the organizations.[13]
The loss of the faculty suddenly impacts on the existing ongoing academic plans in negative
terms which resulted into mostly institutions failed to assist managerial staff for the skill .the
purpose of the study to conduct is to review the process of talent management followed by
institutions and identifying factors which influence faculties to stay in the organization. It also
provides the conceptual framework of employee retention of talented one.[3]
2. REVIEW OF THE LITERATURE
2.1 TALENT
Talent is defined as the ones people in corporations who can develop differences in the
organizational performance either by their instant contribution or by demonstrating the best stage
of capability in the long run. (McCartney &Worman, 2013; Bhatnagar, 2007)[6]. The term talent
also describes as the employees who are technically and globally literate and agile operationally
which refer as the brightest and best employees falling in the top 10%-20% of member of
organization accordance to the value represent as “A” players in the institution. (Beechler&
Woodward, 2009)
Therefore, talent represents as those who possess relevant skills, good judgement, character, right
attitude knowledge and experience plus the members willing to grow, learn and demonstrates
commitment in the organization Michaelis et al (2001).[2]
2.2 TALENT MANAGEMENT
Managing the employee talent is). Always identified as a major strategic issue in the institutions.
(Clark, 2009The reason behind this is organizations mostly fails to redefine the value proposition
of their employee which created issues in attracting, retaining and developing the top bets talent
(Ernst & Young, 2010)[5]. The term talent management is conceptualized by different person in
different ways.
Talent management is a systemized attraction, retention/engagement and development of people
of high value in the organization(McCartney &Worman, 2013; Lawler, 2008; Smyley& Wenzel,
2006; Campbell & smith, 2010; MOR, n.d.). Talent management also termed as the process
which deals with the development and identification of all the talent especially of high potential
talent for the future projects, positions and assignments. (Clark, 2009; Cobb, 2007). Another more
illuminating definition of talent management is that it is a dynamic, ongoing process of
systematically identifying, assessing and developing talent for future critical roles to ensure
continuity and optimal organizational performance (Heidke, 2006). The process of talent
management focuseson developing leaders and employees for the better future of the organization
(Gay & Sims, 2006). [11]
2.3 AICTE AND UGC NORMS – FACULTY STUCTURE
The skills, knowledge, values and attitudes of staff count as the aspects which contributes to both
the effectiveness of the individual and performance of the organization.In addition with the norms
on structure and pattern of the staff, there should be guidelines which emphasizes for the process
3. International Journal on Cybernetics & Informatics (IJCI) Vol. 6, No. 1/2, April 2017
49
of development, recruitment and performance appraisal.The ratio for assistant professors to
associate professors to professors should be 6:2:1 in the undergraduate colleges and in post
graduate colleges the ratio to assistant professors to associate professors should be 2:1.[12] It
helps in assisting institutions which are not able to define programmes to get ensure related to
hiring appropriate senior faculty at the undergraduate level also.[18]
2.4 PRACTICES
In today’s world businesses are adopting software’s like service (SaaS) applications which helps
in doing several tasks such as invoicing, accounting and collaboration etc. giving importance to
talent management and human resource applications (Corsello, 2012). [10]
Talent management helps in improving learning, employee benefits, competence compensation,
development, employee engagement etc. Talent management helps in providing ways to measure
productivity and absenteeism turnover outcomes (Mudoli, 2008). There are different approaches
such as INCLUSIVE APPROACH, FUTURE LEADER APPROACH, BLENDED APPROACH,
EXECUTIVE TALENT POOL APPROACH, SUCCESSION PLANNING APPROACH helps in
practicing management in the institution (UK commission for Employment & Skills, 2012).[7]
2.5 CAUSES FOR EMPLOYEE TURNOVER IN THE INSTITUTIONS
The stress and fear comes in the mind of academic employees due to several reasons, they are:-
• Work overload
• Job insecurity
• Role ambiguity
• Insufficient reward and recognition
• Insufficient resources and funding
• Poor practice of management
• Role erosion and inadequacy
2.6 WAYS TO RETAIN TALENT IN INSTITUTION
• Many educational institutes launched development of faculty programs to shape and
improve the career and personality of their employees.
• Policies and procedures should be well informed in beginning to the respective faculties
of the institution.
• They should give rewards and motivate the employees according to their performance.
• At least 3 week orientation program should be conducted for the employees to make them
thorough with the work of every department. Senior guide should also be provided to
help as a mentor and friend to the employee to make him/her comfortable.
• The equal opportunities should be given to both senior and junior members to raise voice
for any concerns and should be ask to provide feedback by annual meetings.
• To make them feel understandable and good gifts should be distributed at the time of
festivals to boost their morale and to maintain healthy relationships.
4. International Journal on Cybernetics & Informatics (IJCI) Vol. 6, No. 1/2, April 2017
50
• Leaves like maternity or paternity leaves should be provided for different time period for
the birth of the child or adoption case.
• Continuous learning must be provided in the organization to their employees through
learning games and activities every week so that they can learn something new every
week and it helps them in self-development.
• Salary and different ways of compensating the outstanding performance must be done in
the organization.
• Get a strategic view clearly of strengths and weaknesses, workforce potential, and
specialized skills.
• The flexibility should be generated to accommodate and balancing the need of work and
family so that they can easily contribute and give their best to the productivity of the
institution.
• Assistance for External grants provision for researches and other purpose should be
given.
2.7 EMPLOYEE RETENTION STRATEGIES
• Communication :- In organization, communication should be done properly, nobody
should feel left out. Every policies and programmes must be communicated properly and
feedback should also be taken.[19]
• Right selection: institution should hire right employee for the right job so that employees
can work with whole heartedly and give their best with high motivation and greater zeal
which ultimately leads to increasing productivity as they will remain in company for
long.
• Provide opportunities development and growth: learning should be an inseparable part
for faculties in an organization so that they can develop new skills and knowledge in
themselves. If employees feels boredom at job they will lose interest to work.
• Performance-based bonus: the employees who are more productive in an organization
must get more remuneration so that they can work more and their performance get
recognized which can be arranged by cutting the hikes salary.
• Equitable and fair treatment for every employee: The surest ways to build resentment and
animosity in an organization can be to allow preferential treatment and favoritism of
individual team members.
• Including juniors in decision-making: subordinates and juniors should be included in the
process of decision making which can help in creating a sense of involvement and leads
to generating new ideas.
• Accountability: there should be an environment of transparency and accountability helps
employees which helps in equality feeling with their superiors and building emotional
bonding too among employees.
3. RECOMMENDATIONS
From the above study about talent management in higher education institutes, it can be
recommended:-
5. International Journal on Cybernetics & Informatics (IJCI) Vol. 6, No. 1/2, April 2017
51
• In education institutes, institutional managers should be accountable for taking care of
problems regarding talent management which will ultimately helps in solving those
issues with faculties and maintaining good and healthy relationships among them.[8]
• Institutions managers should spend their more time in matters regarding talent
management and how to retain their employees.
• Talent management strategies must be adopted in the institutions which will help in
learning and growth of their employees making faculties more satisfy with their jobs and
tasks.
• The issues regarding talent management must be discussed in the meetings of the
institutions on the priority basis to make them understand the importance of managing
the talent in the institutions.
4. CONCLUSION
From the above study we can conclude that talent management in the institutions can really help
in identification of the right talent, development of that talent and retaining that talent in the
institution for its success and growth [9]. Therefore, we can say that managing the talent will lead
to development and growth of the organization.
It is also concluded that if talent management strategies are adopted in educational institutions
will helps in the identification of the core competencies required for the job description by the
faculties hence helps in the management by recruiting and selecting the most effective employees
based on the suitable competencies which will lead to the right job to right person. It is the saying
that the recruiting effective person is the first step towards effective retention. Youth is generation
is the future of the India who all dependent on the teachers who educate and make them learn in
the institutions, therefore it is important to hire, develop and retain the right person for the job.
ACKNOWLEDGEMENTS
This work was supported from the AMITY INTERNATIONAL BUSINESS SCHOOL, NOIDA
headed by DR. GURINDER SINGH who immensely helped in completing this research paper.
REFERENCES
[1] Sandberg, J. (2000). “Understanding human competence at work: An interpretative approach” ,The
Academy of Management Journal
[2] Jyotsnarani, K. (2007), "Attainment of Excellence through Higher Education" .Orrisa Review,
Feburary- March 2007
[3] Chartered Institute of Personnel and Development (CIPD) (2007). "Talent: Strategy, management and
me measurement," at Talent Management Conference on 19 June 2007. Research Insight,CIPD
[4] Devine, M. and Powell, M. (2008). "Talent Management in the Public Sector," 360° TheAshridge
Journal Autumn,
[5] Tripathi, Pooja, Ranjan, Jayanthi and Pandeya, Tarun (2010); " PAKS: A Competency based model
for an Academic Institutions.," International Journal of Innovation, Management and Technology vol.
1, no. 2,
[6] C.Sonia, Dr.JayashreeKrishnan(2015); “ TALENT MANAGEMENT IN HIGHER EDUCATION
SECTOR”, IRACST- International Journal of Research in Management & Technology (IJRMT), Vol.
5, No4
6. International Journal on Cybernetics & Informatics (IJCI) Vol. 6, No. 1/2, April 2017
52
[7] NORMAN RUDHUMBU (2014), “Implementation of Talent Management Strategies in Higher
Education: Evidence from Botswana”, International Journal of Higher Education Management
(IJHEM) Vol. 1 Number
[8] Babcock, P. (2006). Succession planning: Tie talent needs to current, future organizational direction
[9] Beechler, S. & Woodward, I.C.(2009). The Global War of Talent. Journal of International
Management, 15: 273–285
[10 ]Bhatnagar, J., (2007). Talent management strategy of employee engagement in Indian ITES
employees: Key to retention. Employee Relations
[11 ]Heidke, J.D. 2006.Benefits of effective Talent Management include. ASTD Presentation.Retrieved
from www.fasset.org.za/downloads/.../talent_man_sdf_long_article_website.pdf [Accessed 7th
January 2014].
[12] Lavania, D; Sharma, H & Gupta, N. (2011).Recruitment and Retention: A Key for Managing talent in
Higher. International Journal of Enterprise Computing and Business Systems
[13] Shaffer, J. (2008). Gen Y talent: How to attract and retain the young and the restless (White paper).
Redwood Shores, CA: Saba
[14 ]India-Higher Education Sector Report(2012) by PwC Brand and Communications , India
[15] Michaels E., Handfield-Jones H., & Axelrod B.(2001), The War for Talent, McKinsey Report2001.
[16] Tarique I. , Schuler R. (2012), Global Talent Management Literature Review. Lorange Institute of
Business Zurich
[17] Walk, M. Schinnenburg, H. & Handy, F.(2013) What do talents want?Work expectations in India,
China, and Germany, German Journal of Research in Human Resource Management
[18] Sandberg, J. (2000). “Understanding human competence at work: An interpretative approach” ,The
Academy of Management Journal
[19] Devine, M. and Powell, M. (2008). "Talent Management in the Public Sector," 360° TheAshridge
Journal Autumn
[20] Brent D. and Barbara J.D.(2010). Talent Management in Academics. International Journal of
Educational Management,vol24
AUTHORS
Ms Shweta Tyagi is a faculty cum senior manager with Amity University for the last 6
years. Before that she has worked with the biggest clothing giant Zara India. She has done
enterprise management from DMS, IIT Delhi and have written several research papers in
scopus indexed journals. She is net qualified & have completed her graduation from Delhi
University.