Talent Management Practices: A Review based Study
Transcript of Talent Management Practices: A Review based Study
Talent Management Practices: A Review based Study
A.K. Das Mohapatra1 and Rasmita Behera2 1Professor, Department of Business Administration, Sambalpur University, Odisha, India 2Research Scholar, Department of Business Administration, Odisha, India
Abstract
In the present hypercompetitive and increasingly complex global economy, one of the greatest
challenges facing by almost every organization is to successfully attract, assess, train and retain
the talented employees. In the present time of talent drought in the market, every company wants
to have the best and brightest employees in their organization, and with the help of Talent
Management that can be achieved. Talent Management Practices are the end to end process of
planning, recruiting, developing, managing and compensating the employees throughout the
organization. Having a talented group of employees has always been a key to success of any
organization and it will translate into cost savings and higher productivity, but retaining these
experienced persons in the present talent hunger marketplace is a really complex job. Younger
generations have different expectations and if they are not fulfilled by their organizations, they
take a little time to move from the organization. Retaining and developing the talented employees
in the organization are the critical success factor which depends upon a number of factors in
addition to salary and benefits. This paper is based on the extensive literature survey and the
secondary sources of the information were used for the attainment of the objective.
Keywords: Talent Management, Talent management practices, retain, recruiting, employees,
productivity.
Introduction
Organizations face numerous challenges while attracting the best talents and strategically
retaining them in the organization. It is for this purpose that the present study has been
undertaken to examine the various factors that contribute to the talent acquisition, talent
engagement and talent retention in the Indian context and the inter-relationships that exist among
these. In order to be more focused on the objectives of the study, and to be able to find the
research gap and further to establish the relationship between the variables, important and
relevant studies conducted on talent management within and outside of India have been reviewed
hereunder in four major categories, as stated below:
i. Studies relating to talent management practices
ii. Studies relating to talent management and talent acquisition
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iii. Studies relating to talent management and talent engagement
iv. Studies relating to talent management and talent retention
i. Studies relating to talent management practices
Anwar, A. and et.al (2014), have conducted a study entitled “Talent management: Strategic
priority of organizations”, to identify the strategic importance of talent management and to create
a link between talent management and organizational performance. This Study is descriptive and
qualitative in nature. The data was collected from managerial staff of banks through interviews.
The study revealed that effective talent management strategies have significant and positive
relationship with organizational performance. The study further indicated that talent management
has a positive and strong association with competitive advantage.
Dhanabhakyam, M. and Kokilambal, K. (2014), have conducted a study on “A study of existing
talent management practices and its benefits across industries” with the aims to bring out talent
management practices which are adopted in four major industries such as Banking, Healthcare,
Manufacturing and IT industry of India. The study result indicated that there is a direct impact of
talent management practices on the overall benefits of the organization.
Isa, A. and Ibrahim, H.I (2014), have conducted a study entitled “Talent management practices
and employee engagement: A study in Malaysian GLCs (Govt. Linked Companies)”, with the
objective to understand the influence of talent management practices on employee engagement in
GLCs. The study was conducted by taking the various levels of employees of GLCs in Malaysia.
In this study, a judgmental sampling technique is used to select qualified respondents. The study
led to finding that talent management practices is the process of helping high performance
employees to perform efficiently and effectively.
LeAnn M. Brown. (2014), has conducted a study entitled “A proposed talent management model
for leader – managers in State Owned Enterprises (SOEs) in China”, with the objective to study
the talent management models and its implication in SOEs in China. The study was conducted by
conducting phenomenological interviews with 11 state-owned companies and 17 leader-manager
participants. The findings of the study synthesized, to introduce a proposed talent management
model for SOEs in China. It provides HR practitioners a framework to manage talent within their
organizations, in particular in the areas of recruiting, developing & retaining successful leader-
managers within SOEs in China.
Sonnenberg, M., V., and et.al. (2014), have conducted a study entitled “The role of talent-
perception incongruence in effective talent management” with the objective to identify the
important issue of talent-perception incongruence and its implications in terms of psychological
contracts. Their analysis provides information on the effects that TM practices and strategy
decisions can have on employees, and shows the importance of clearly defining talent and then
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communicating this well to talents as well as to other employees, as well as then appropriately
targeting TM practices. The findings of the study suggested that adopting an exclusive talent
differentiation strategy, as opposed to an inclusive strategy, is beneficial in terms of higher TM
effectiveness and fewer situations of talent perception incongruence.
Tajuddin, D. (2014), have conducted a study entitled “The need of talent management as a
business strategy for Malaysian banking institutions”, with the objective to identify the need of
talent management as a business strategy for Malaysian banking institutions. To examine the
purpose, there are three variables, namely Talent Management Practices (TMP), Employee Value
Proposition (EVP) and Talent Brand Strategy (TBS) are considered against 12 indicators of
Malaysian banking sector and tested the direct and indirect relationships with the TM.
Mourougan, S. (2015), has conducted a study entitled “Succeeding at succession through talent
management to retain intellectual capital for business continuity” to highlighted that talent
management practices implemented with robust technology applications can effectively identify
and develop, from all levels of the workforce, the leaders who will best drive business
performance. By identifying people within the organization who have the potential to become
leaders and then working with them to fill any gaps in their skills, the organization will be able to
build a strong bench of talent. Although there is much to consider when seeking broadening the
organization‘s focus toward fully integrated assessment development architecture, starting with a
broad, strategic foundation will pay dividends in leadership growth and business outcomes.
Onwuka, M. and et. al. (2015), have conducted a study entitled “The relationship between talent
management and employees performance in Nigerian public sector: A study of selected firms in
Delta state”, to investigate talent management and employees performance in selected public
sector firms in Delta State, Nigeria. Taro Yamani’s statistical technique was used to determine
the sample size of the study. 364 questionnaires were distributed to respondents, out of which
273 questionnaires were returned. Analysis of Variance (ANOVA) was conducted using SPSS-
20 to compare different population of mean existing within the groups and between the groups at
five point likert scale. The study found that the calculated value of F was 7.316 which was
greater than the tabulated value of F 2.53, at 5% significant level in the selected public sector
firms. Hence, the null hypothesis was rejected. The study concluded that there was an existence
of strong relationship between talent management and employees performance in selected
private sector organization. Finally, recommendations were made that organization should align
their talent management system to meet the business requirements and management should know
the factors that contribute to difficulties in attraction and retention of employees so that effort
should be made to keep various retention factors in balance.
Sparrow, P.R., and Makram, H. (2015), have conducted a study entitled “What is the value of
talent management? Building value-driven processes within talent management architecture”
with the objectives to draws on the concepts of talent philosophies and a theory of value to bring
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some coherence and organization to the talent management literature. The study focused on
talent management architectures, by analyzing four talent management philosophies and the
different underlying claims they make about the value of individual talent and talent
management architectures to demonstrate the limitations of human capital theory in capturing
current developments. Having demonstrated the complexity of issues being researched, the study
goes on to synthesize these into a theory of value, and develops a framework based on four
separate value-generating processes (value creation, value capture, value leverage and value
protection). The study concluded with a clear research agenda and the development of research
propositions.
Bolander, P., and et.al. (2017), have conducted a study entitled “The practice of talent
management: a framework and typology”, with objective to the development of a deeper
understanding of the conceptual and empirical boundaries of talent management (TM) so that
readers may enhance their knowledge of what TM actually is and how it is carried out. A
comparative study was conducted of the TM practices of 30 organizations based in Sweden. Data
were collected through in-depth interviews with 56 organizational representatives. The
transcribed interviews were analyzed using qualitative content analysis. The findings of the study
comprise a typology, consisting of four distinct TM types that exist in practice such as a
humanistic type, a competitive type, an elitist type and an entrepreneurial type.
Rana, N., (2017), have conducted a study entitled “A study of Talent management strategy at
select IT companies”, with the objective to study the evolution process and the prominent
features of talent management. The researcher has conducted the study in selected IT companies
such as IBM, TCS, and Cognizant. The study concluded with the recommendation that, to drive
optimal levels of success and improving the work performance of the employees, business
leaders need to engage high-performing employees.
ii. Studies relating to talent management and talent acquisition
Jain, A. (2014), has conducted a study entitled “Organization losses due to gap between theory
and practices of talent acquisition”, to identify the difference between adopted procedures and
actual practices of talent acquisition practices and its resultant consequences. This study is a
qualitative in nature. The study result revealed that there is a need of adoption of the best
recruitment and selection methods and instituting measures to retain and develop the best talents.
Parthasarathy, M. and Pingle, S. (2014), have conducted a study entitled “Study of talent
acquisition practices- A review on global perspective”, with objectives to find out the different
strategies of talent acquisition and its implication s globally. The research method used in the
study is purely qualitative as secondary data has used for the analysis. The study result indicated
that acquiring the potential talent and retaining them properly so that the organization can grow
in a faster rate.
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Anand, R. and Lopes, C. (2015), in their study entitled “The talent acquisition war in
pharmaceutical sector”, to critically study and analyze the current scenario of the recruitment and
selection practices adopted in Wockhardt Ltd. and to the level of difference in recruitment and
selection process among various pharmaceutical companies. The study was carried out at
Wockhardt Ltd. and across other pharmaceutical companies. The data for the study has collected
through structured questionnaire and it has distributed among the HR managers of the
pharmaceutical company. The stud result indicated that the pharmaceutical and biotech firms are
facing fierce competition to find staff for their projects.
Kumudha, A. and Priyadarshini, C. (2016), in their study entitled “A conceptual study on
challenges and innovations in talent acquisition process”, to investigate the difference between
recruitment and strategic talent acquisition, new ways to access talent, Challenges and
innovations in challenge acquisition process. The study result indicated thatto be successful in
the challenging environment, companies should constantly attract new talent and‘re-recruit’ the
talent that is already in place. Further, the traditional ‘staffing’ team is being replaced by a
strategic ‘talent acquisition’ function, focusing on building an employment brand, sourcing
people in new places using social media tools, creating opportunities for internal candidates, and
leveraging the huge network of referral relationships within the company.
Rahaman, A. and Roy, N. (2017), in their study entitled “The changing dynamics of talent
acquisition: An Indian perspective”, to examine and review the evolving face of talent
acquisition in this changing digital world. Further, the study is to investigate how changing
dynamics of talent acquisition can meet the objectives of the business organization in the present
day’s context. This study is descriptive in nature and the data is collected from the secondary
sources through journals, magazines and web sites. The study result reveals that talent
acquisition has emerged as a key business imperative for organizations for its role in sourcing the
right talent to ensure long term growth. It is now a long term strategy for organizations and HR
functions for their role in driving the overall corporate success and profitability of the
organizations.
Ismail, F., Ainul, A., and et.al. (2018), have conducted a study entitled “Factors affecting Talent
Management towards Gen Y”, with objective to develop conceptual framework of factors
affecting talent management among Gen Y in organizations. Gen Y was chosen as the
concentration of this investigation in relationship between factors affecting talent management
(globalization, knowledge economy, changing the world work, demographic changes, and
technology) and talent management. This study enhances to the new challenges and fulfil critical
gap that now exists in organization.
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iii. Studies relating to talent management and talent engagement
Barkhuizen, N., and et. al. (2014), have conducted a study entitled “Talent Management, Work
Engagement and Service Quality Orientation of Support Staff in a Higher Education Institution”,
to investigate the relationship between talent management, work engagement and service quality
in a South African Higher Education Institution with sample size as 60. The study result
indicated that there is a positive significant relationship between some of the talent management
dimensions and work engagement. Further, the result highlighted the importance of the effective
application of Talent Management practices for support staff in higher education institutions and
the outcomes thereof on positive work related behaviour such as work engagement and service
quality.
Behera, R. (2016), in a study entitled “Talent Management Practices in the Indian Banking
Sector: a Step Towards the Growth of Indian Economy”, to investigate the interrelationship that
exists between talent management and employee engagement in Indian Banking sector and also
determine the contribution of the talent management as a strategic tool for the organizational
development. A survey method was conducted in all the public sector banks of India. The study
concluded that the major challenge now for banks, as well as any other organization is therefore
how to develop their social architecture that generates intellectual capital as the quintessential
driver of change.
R. V. Dhanalakshmi and Gurunathan, K. (2014), have conducted a study entitled “A study on
talent Management as a strategy to influence employee engagement and its affect on
organizational outcomes”, with objective to clarify the meaning of Talent Management, its
importance and the strategy which influences employee engagement and in turn to find out the
organizational outcomes. The study result indicated that there is a widely shared belief that
human resources are the Organization’s primary source of competitive advantage and also an
essential asset of the organization. Further, an effectively implemented Talent Management
strategy enhances employee engagement which in turn is associated with improved
Organizational performance.
Abazeed, R.A. (2018), has conducted a study entitled “The impact of TM on organizational
commitment of the employees of Telecommunication companies in Jordan: The mediating role
of employee work engagement”, with objectives to identify the impact of talent management on
organizational commitment and to examine the mediating role played by employee work
engagement dimensions in the impact of talent management on organizational commitment. Data
were gathered by a questionnaire developed based on the literature, validated using exploratory
and confirmatory factor analyses, and distributed to representative sample consisted of 375
managers working in telecommunication companies in Jordan (Zain, Orange, Umniah). IMB
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SPSS and AMOS were used to analyze 302 questionnaires that returned valid with a response
rate of 80.5%. The results revealed that talent management has a significant impact on
organizational commitment and has affected on all dimensions of organizational commitment:
such as affective, continuance and normative commitment.
iv. Studies relating to talent management and talent retention
Ganapavarapu, L.K. and Sireesha, P. (2014), have conducted a study entitled “Talent
management: A critical review”, to examine the necessary parameters which ensure that the
organization has the right person with the right skills in the right job at the right time to reach
strategic goals at all levels. The study indicated that the overall performance of an organisation
depends upon how the organisation utilised its human resources.
Isfahani, A. and Boustani, H. (2014), have conducted a study entitled “Effects of Talent
Management on employees retention: The mediate effect of organizational trust”, to investigate
the relationship between talent management, employee retention and organizational trust. For
the study, statistical population consists of staffs of Isfahan University in Iran. The sample
included 280 employees, which were selected randomly. Data have been collected by a
researcher developed questionnaire and sampling has been done through census and analyzed
using SPSS and AMOS software. The study result indicated that there is a significant
relationship between talent management, employee retention and organizational trust.
Kibui, A., and et.al. (2014), have conducted a study entitled “Role of Talent Management on
employees retention in Kenya: A survey of state corporations in Kenya: Empirical review”, with
objective to review literature related to the effects of talent management in the retention of
employees in state corporations in Kenya. The study result reveals the significance of talent
management and its impact in the retention of employees in the business organizations of Kenya.
Oladapo, V. (2014), has conducted a study entitled “The impact of Talent management on
retention”, with objective to understand the challenges and successes of talent management
programs and the reasons why some companies choose not to have a program. This study also
tested the predictive power of job security, compensation and opportunity on retention rates. The
data in this study found that for the organizations sampled with a talent management program
(69% of those studied), participants overwhelmingly recognized the strategic value of an
effective talent management program despite significant challenges to implementation. The
study further revealed that job security, compensation, and opportunity for advancement were
not found to have predictive value for employee retention rates.
Samal, A. (2014), in her study entitled “Talent retention issues in financial services: A case of
insurance sector of India”, with objective to bring forth and understand the intricacies and issues
related to retention of valuable talent. Insurance sector, presently, is one of the booming sectors
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of the economy of India, with a growth rate of 15-20 percent per annum. Along with the banking
services, it contributes about 7 percent of the country’s GDP. The study result indicated that the
attrition rate goes up as high as 35 percent in the first year of recruitment itself. Though this rate
slows down with the years passing, yet the rate remains high enough to bother the company.
Whoever these organizations hire and train leaves them half way through to a new entity and
these organizations are forced to hunt and hire new hands.
Shafieian, G. (2014), has conducted a study entitled “Defining talent management components”,
with the objective as to identifying, defining and developing an appropriate talent management
system. The study was conducted by taking 198 employees of University of Chaloos in Iran. The
study indicated that the strength and weaknesses of individuals and the prediction of potential
talent leads to the shortening the conversion of potential to actual talent.
Veloso, E., and et.al. (2014), in their study entitled “Talent retention strategies in different
organizational contexts and intention of talents to remain in the company”, with objective to
identify the talent retention strategies in the organizational contexts. In the study, two
companies operating in the Brazilian market, one in the electrical energy sector, and the other in
the pharmaceutical sector, both of which appeared on the list of 150 best companies to Work for
in Brazil in 2012 has taken into consideration. The study result revealed that the talents are
determined by the management model of each company, and that the employees who were
considered talents based on their current performance, together with those with potential to be
considered talents in the future, represent 20% of the company’s staff.
Yilmaz, M.K. (2014), has conducted a study entitled “An application on the brand of talent
management perspective, with the objective to identify and utilisation of the best talent in the
organization. In order to design distinctive labelled talent scale, face to face interviews have been
conducted with 62 companies in Pakistan. The findings illustrated that the priority of talent
management is an extremely important issue for companies. Further in order to increase the
success of companies, the issue of finding and retaining talented employee is very important.
Yiu, L. and Saner, R. (2014), have conducted a study entitled “Talent attrition and retention:
strategic challenges for Indian industries in the next decade”. The study contributes to the
measurement of Indian HR function by reporting on the findings of a survey of attrition in Indian
companies and by discussing the possible strategies chosen by Indian companies.
Aibieyi, S. and Henry, O. (2015), in their study entitled “Talent Management and employee
retention in Nigerian Universities”, to examine the relationship between talent management and
employee retention. The study employed primary source of data through administered
questionnaires and secondary sources of data were also used while reviewing related literature.
Test of equality, Pearson correlation and ordinary least square regression techniques were
utilized for the data analysis. The result indicated that performance management was significant
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and positively related to organizational culture and employee empowerment was significant and
negatively related to organizational culture.
Elangovan (2015), in his study “Casual ordering of stress, satisfaction and commitment, and
intention to quit: A structured equation analysis”, has argued that there is a reciprocal link
between organizational commitment and turnover intension, i.e. lower commitment increases
turnover intension which further lowers commitment.
Sharma, S. and et.al. (2015), in their study “Talent retention management in corporate sectors”,
found that there has become a shortage of talent in the workforce and that the companies will
have to actively wage war for talent in order to get the right people with the right skills into their
organizations. Talent management is complex and is continually evolving and influenced by
external factors such as the economy, global expansion, mergers and acquisitions, active CEO
participation and HR management.
Ganga, K., and et. al. (2016), have conducted a study entitled “The HR strategies impact of talent
retention on performance of private sector organizations in Sri Lanka”, with objective to identify
the impact of talent retention strategies on private sector performance in Sri Lanka. The
questionnaire survey was conducted for 218 HR professionals in private sector companies. In
order to analyze data, Kolmogorov Smirnov test was employed to test for its normality, and
Pearson correlation test was used for measuring the relationship between variables and also
regression analysis was applied for determining the effect of variables. The results indicated that
talent retention strategies are significant predictors of performance in private sector companies.
Lalitha, T. (2016), has conducted a study entitled “Talent Management as a success factor with
reference to employee retention”, to identify internal talent pools and transferring knowledge to
others within the organization. The study is descriptive in nature and only secondary data has
been used to conduct the study. The secondary data consists of the books and various research
Journals. The study indicated that retaining of talented employees is vital for the organizational
healthiness, profitability and the long run survival.
Gerard, N. (2018), has conducted a study entitled “Millennial managers: exploring the next
generation of talent”, with aims to clarify why millennials enter the healthcare management field
and how their motivations correlate with preferences for working in various healthcare sectors
and with various patient populations. The data were collected from 107 millennials pursuing
bachelor degrees in healthcare management by using a modified version of the multidimensional
work motivation scale. Further data were collected on millennials preferences for working in
various healthcare sectors and with various patient populations. Correlation analyses were
conducted to examine the relationship between types of motivation and workplace preferences.
Cross-cultural differences were also examined within this generational set. The results of the
study indicate a significant positive relationship between intrinsic motivation and preferences for
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working on the payer side of the industry and within finance and IT functions. Findings also
reveal a significant positive relationship between pro-social motivation and preferences for
working with more vulnerable patient populations.
Agarwal, T. (2018), has conducted a study entitled “Effect of Talent Management Practices and
organizational performance on employee retention: Evidence from Indian IT firms”, with
objective to examine the role of talent management practices and organizational performance on
employee retention in the Indian IT sector. The primary data was collected from 33 IT firms,
leading to a total of 68 responses. Statistical tools such as correlation, regression and SPSS 21.0
were used for the analysis of data. The results revealed that there is a significant relationship
between talent management and employee retention.
Observations from Literature Review
Review of the literature made in the aforesaid paragraphs has been summarized in the following
Table for a quick and comprehensive view.
Summary of review of literature
i. Studies relating to talent management practices
Researcher(s) Title of the work Specific
objective(s)
Major finding(s)
Anwar, A.
(2014)
Talent management:
strategic priority of
organizations
To identify the
strategic
importance of
talent management
and to create a link
between talent
management and
organizational
performance
There exists a significant and
positive relationship between
the talent management
strategies and organizational
performance
Dhanabhakyam,
M and
Kokilambal, K.
(2014)
A study of existing
talent management
practices and its
benefits across
industries
To measure the
talent management
practices in 4
major industries
such as Banking,
Healthcare,
Manufacturing and
IT
There is a direct impact of
talent management practices
on the overall benefits of the
organization
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Isa, A. and
Ibrahim, H.I
(2014)
Talent management
practices and
employee
engagement: A
study in Malaysian
Govt. Linked
Companies
To eradicate the
influence of talent
management
practices on
employee
engagement
There exists a positive
relationship between talent
management and employee
engagement
Sonnenberg, M.,
and et.al. (2014)
The role of talent-
perception
incongruence in
effective talent
management
To identify the
important issue of
talent-perception
incongruence and
its implications in
terms of
psychological
contracts
Adopting an exclusive talent
differentiation strategy, as
opposed to an inclusive
strategy, is beneficial in terms
of higher talent management
effectiveness and fewer
situations of talent perception
incongruence.
Mourougan, S.
(2015)
Succeeding at
succession through
talent management
to retain intellectual
capital for business
continuity
To highlighted that
talent management
practices
implemented with
robust technology
applications can
effectively identify
and develop, from
all levels of the
workforce, the
leaders who will
best drive business
performance
Identifying people within the
organization who have the
potential to become leaders
and then working with them
to fill any gaps in their skills,
the organization will be able
to build a strong bench of
talent
Sparrow, P.R.,
and Makram, H.
(2015)
What is the value of
talent management?
Building value-
driven processes
within talent
management
architecture
To draws on the
concepts of talent
philosophies and a
theory of value to
bring some
coherence and
organization to the
talent management
literature
Value-generating processes
such as value creation, value
capture, value leverage and
value protection are essential
for effective talent
management
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Bolander, P.,
Werr, A.(2017)
The practice of
talent management:
a framework and
typology
To study the
development of a
deeper
understanding of
the conceptual and
empirical
boundaries of
talent management
The study comprise a
typology, consisting of four
distinct talent management
types that exist in practice
such as;
(i) humanistic type
(ii) competitive type
(iii) elitist type
(iv) entrepreneurial
type
Rana, N. (2017) A study of Talent
Management
strategy at select IT
companies
To study the
evolution process
and the prominent
features of talent
management
Driving the optimal levels of
success and improving the
work performance of the
employees, business leaders
need to engaged high
performing employees
ii. Studies relating to talent management and talent acquisition
Jain, A. (2014) Organization losses
due to gap between
theory and practices
of talent acquisition
To identify the
difference between
adopted
procedures and
actual practices of
talent acquisition
practices and its
resultant
consequences
There is a need of adoption of
the best recruitment and
selection methods and
instituting measures to retain
and develop the best talents
Parthasarathy,
M. and Pingle,
S. (2014)
Study of talent
acquisition
practices- A review
on global
perspective
To find out the
different strategies
of talent
acquisition and its
implication s
globally
Acquiring the potential talent
and retaining them properly
so that the organization can
grow in a faster rate
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Anand, R. and
Lopes, C. (2015)
The talent
acquisition war in
pharmaceutical
sector
To critically study
and analyze the
current scenario of
the recruitment
and selection
practices adopted
in Wockhardt Ltd.
and to the level of
difference in
recruitment and
selection process
among various
pharmaceutical
companies
The pharmaceutical and
biotech firms are facing fierce
competition to find staff for
their projects
Kumudha, A.
and
Priyadarshini, C.
(2016)
A conceptual study
on challenges and
innovations in talent
acquisition process
To investigate the
difference between
recruitment and
strategic talent
acquisition, new
ways to access
talent, Challenges
and innovations in
challenge
acquisition
process.
Companies should
constantly attract new
talent and ‘re-recruit’ the
talent that is already in
place.
Further, the traditional
‘staffing’ team is being
replaced by a strategic
‘talent acquisition’
function.
Rahaman, A.
and Roy, N.
(2017)
The changing
dynamics of talent
acquisition: An
Indian perspective
To examine and
review the
evolving face of
talent acquisition
in this changing
digital world
Talent acquisition has
emerged as a key business
imperative for organizations
for its role in sourcing the
right talent to ensure long
term growth
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Ismail, F.,
Ainul, A., and
et.al.(2018)
Factors affecting
Talent Management
towards Gen Y
To develop
conceptual
framework of
factors affecting
talent management
among Gen Y in
organizations.
The main factors affecting
talent management are
globalization, knowledge
economy, changing the world
work, demographic changes,
and technology
iii. Studies relating to talent management and talent engagement
Barkhuizen, N.,
and et. al. (2014)
Talent Management,
Work Engagement
and Service Quality
Orientation of
Support Staff in a
Higher Education
Institution
To investigate the
relationship
between talent
management, work
engagement and
service quality in a
South African
Higher Education
Institution
There is a positive significant
relationship between the
talent management
dimensions and work
engagement
Abazeed, R.A.
(2018)
The impact of TM
on organizational
commitment of the
employees of
Telecommunication
companies in
Jordan: The
mediating role of
employee work
engagement
To identify the
impact of talent
management on
organizational
commitment
To examine
the mediating
role played by
employee
work
engagement
dimensions
The results revealed that
talent management has a
significant impact on
organizational commitment
and has affected on all
dimensions of organizational
commitment: such as
affective, continuance and
normative commitment.
Behera, R.
(2016)
Talent Management
Practices in the
Indian Banking
Sector: A step
towards the growth
of Indian economy
To investigate the
interrelationship
that exists between
talent management
and employee
engagement in
Indian Banking
The major challenge now for
banks as well as any other
organization is therefore how
to develop their social
architecture that generates
intellectual capital as the
quintessential driver of
Journal of Information and Computational Science
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sector and also
determine the
contribution of the
talent management
as a strategic tool
for the
organizational
development
change
R. V.
Dhanalakshmi
and Gurunathan,
K. (2014)
A study on talent
Management as a
strategy to influence
employee
engagement and its
affect on
organizational
outcomes
To clarify the
meaning of Talent
Management, its
importance and the
strategy which
influences
employee
engagement and in
turn to find out the
organizational
outcomes.
There is a widely shared
belief that human resources
are the Organization’s
primary source of
competitive advantage and
also an essential asset of the
organization.
Further, an effectively
implemented Talent
Management strategy
enhances employee
engagement which in turn
is associated with
improved Organizational
performance
iv. Studies related to talent management in relation with retention
Ganapavarapu,
L.K and
Sireesha, P.
(2014)
Talent management:
A critical review
To examine the
necessary
parameters which
influence talent
management
Best utilization of human
resources give rise to the
overall performance of the
organization
Isfahani, A. and
Boustani, H.
(2014)
Effects of Talent
Management on
employees retention:
The mediate effect
of organizational
To investigate the
relationship
between talent
management,
employee retention
There is a significant
relationship between talent
management, employee
retention and organizational
trust
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trust and organizational
trust
Kibui, A.,
Gachunga, H.,
and et.al. (2014)
Role of Talent
Management on
employees retention
in Kenya: A survey
of state corporations
in Kenya: Empirical
review
To review
literature related to
the effects of talent
management in the
retention of
employees in state
corporations in
Kenya.
There is a positive influence
of talent management and its
impact in the retention of
employees in the business
organizations of Kenya.
Oladapo, V.
(2014)
The impact of Talent
management on
retention
To understand the
challenges and
successes of talent
management
programs and the
reasons why some
companies choose
not to have a
program
Job security, compensation,
and opportunity for
advancement were not found
to have predictive value for
employee retention rates
Shafieian, G.
(2014)
Defining talent
management
components
To identifying,
defining and
developing an
appropriate talent
management
system
There exists a relationship
between talent management
and its components
Yilmaz, M.K.
(2014)
An application on
the brand of talent
management
perspective
To identify and
utilization of best
talent in the
organization
The priority of talent
management is an extremely
important issue for companies
Yiu, L. and
Saner, R. (2014)
Talent attrition and
retention: strategic
challenges for Indian
industries in the next
decade
To create a
relationship
between talent
attrition and
retention
Proper talent retention
strategies lead to the growth
of the organization
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Aibieyi, S. and
Henry, O.
(2015)
Talent Management
and employee
retention in Nigerian
Universities
To examine the
relationship
between talent
management and
employee
retention.
Performance management
was significant and positively
related to organizational
culture and employee
empowerment was significant
and negatively related to
organizational culture
Ganga, K., and
et. al. (2016)
The HR strategies
impact of talent
retention on
performance of
private sector
organizations in Sri
Lanka
To identify the
impact of talent
retention strategies
on private sector
performance in Sri
Lanka.
Talent retention strategies are
significant predictors of
performance in private sector
companies.
Lalitha , T.
(2016)
Talent management
as a success factor
with reference to
employee retention
To identify the
internal talent
pools and
utilization of their
knowledge within
the organization
Retaining of talented
employees is vital for the
healthiness of the
organizations
Gerard, N.
(2018)
Millennial
managers: exploring
the next generation
of talent
To clarify why
millennials enter
the healthcare
management field
and how their
motivations
correlate with
preferences for
working in various
healthcare sectors
and with various
patient populations
There is a significant positive
relationship between intrinsic
motivation and preferences
for working on the payer side
of the industry and within
finance and IT functions.
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Gerard, N.
(2018)
Millennial
managers: exploring
the next generation
of talent
To clarify why
millennials enter
the healthcare
management field
and how their
motivations
correlate with
preferences for
working in various
healthcare sectors
and with various
patient populations
There is a significant positive
relationship between intrinsic
motivation and preferences
for working on the payer side
of the industry and within
finance and IT functions.
(Source: Compiled from literature)
Conclusion
Review of literature has been undertaken across four dimensions such as, (i) studies relating to
talent management practices, (ii) studies relating to talent management and retention, (iii)
studies relating to talent management and talent engagement, and (iv) studies relating to talent
management and talent acquisition. Whereas, the findings from review of literature has been
given in relatively detail in the above mentioned table, the overall findings indicate that there
exists a positive and significant relationship between talent management and employee
retention; talent management and employee engagement; talent management and growth of the
organization; talent management and organizational practices, both in public and private sector
organizations; and talent management and employee relation.
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