Assessing the Impact of Talent Management Practices on Employee Retention in Aligarh's IT Industry

Megha Singh; Sanjeev Bhardwaj

doi:10.55544/ijrah.4.5.3

Authors

Megha Singh Department of Management, F.S. University, Shikohabad, INDIA.
Dr. Sanjeev Bhardwaj Department of Management, F.S. University, Shikohabad, INDIA.

DOI:

https://doi.org/10.55544/ijrah.4.5.3

Keywords:

talent management, employee retention, IT industry, human resource management, Aligarh

Abstract

Talent management has become increasingly critical for organizations to attract and retain high-performing employees, especially in competitive industries such as information technology (IT). This study aims to assess the impact of talent management practices on employee retention in the IT industry in Aligarh, India. A quantitative research approach was employed, with data collected through a survey of 342 IT professionals working in Aligarh. Factor analysis and multiple regression were used to analyze the data. The findings reveal that talent management practices such as employee development, career management, compensation and rewards, and work-life balance have a significant positive impact on employee retention. Performance management was not found to have a significant relationship with retention. The results suggest that IT companies in Aligarh should focus on implementing effective talent management strategies to improve employee retention and gain a competitive advantage. This research contributes to the literature by providing empirical evidence on the role of talent management in retaining employees in the IT domain in an Indian context.

Downloads

Download data is not yet available.

Metrics

Metrics Loading ...

References

Thunnissen, M.; Boselie, P.; Fruytier, B. A review of talent management: 'Infancy or adolescence?'. Int. J. Hum. Resour. Manag. 2013, 24, 1744–1761.

Agarwal, R.; Ferratt, T.W. Crafting an HR strategy to meet the need for IT workers. Commun. ACM 2001, 44, 58–64.

Jiang, K.; Lepak, D.P.; Hu, J.; Baer, J.C. How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Acad. Manag. J. 2012, 55, 1264–1294.

Ammu, N.; Ghosh, K. Talent management in Indian IT sector. Int. J. Res. Commer. Manag. 2020, 4, 36–40.

Lewis, R.E.; Heckman, R.J. Talent management: A critical review. Hum. Resour. Manag. Rev. 2006, 16, 139–154.

Collings, D.G.; Mellahi, K. Strategic talent management: A review and research agenda. Hum. Resour. Manag. Rev. 2009, 19, 304–313.

Pandita, D.; Ray, S. Talent management and employee engagement—A meta-analysis of their impact on talent retention. Ind. Commer. Train. 2018, 50, 185–199.

Scullion, H.; Collings, D.G.; Caligiuri, P. Global talent management. J. World Bus. 2010, 45, 105–108.

Cappelli, P. Talent management for the twenty-first century. Harv. Bus. Rev. 2008, 86, 74–81.

Chambers, E.G.; Foulon, M.; Handfield-Jones, H.; Hankin, S.M.; Michaels, E.G., III. The war for talent. McKinsey Q. 1998, 3, 44–57.

Meyers, M.C.; van Woerkom, M. The influence of underlying philosophies on talent management: Theory, implications for practice, and research agenda. J. World Bus. 2014, 49, 192–203.

Schuler, R.S. The 5-C framework for managing talent. Organ. Dyn. 2015, 44, 47–56.

Gallardo-Gallardo, E.; Thunnissen, M.; Scullion, H. Talent management: Context matters. Int. J. Hum. Resour. Manag. 2020, 31, 457–473.

Saks, A.M. Antecedents and consequences of employee engagement. J. Manag. Psychol. 2006, 21, 600–619.

Dries, N. The psychology of talent management: A review and research agenda. Hum. Resour. Manag. Rev. 2013, 23, 272–285.

Beechler, S.; Woodward, I.C. The global "war for talent". J. Int. Manag. 2009, 15, 273–285.

DeNisi, A.S.; Pritchard, R.D. Performance appraisal, performance management and improving individual performance: A motivational framework. Manag. Organ. Rev. 2006, 2, 253–277.

Aguinis, H.; Kraiger, K. Benefits of training and development for individuals and teams, organizations, and society. Annu. Rev. Psychol. 2009, 60, 451–474.

De Vos, A.; Dries, N. Applying a talent management lens to career management: The role of human capital composition and continuity. Int. J. Hum. Resour. Manag. 2013, 24, 1816–1831.

Gerhart, B.; Rynes, S.L. Compensation: Theory, evidence, and strategic implications; Sage: Thousand Oaks, CA, USA, 2003.

Beauregard, T.A.; Henry, L.C. Making the link between work-life balance practices and organizational performance. Hum. Resour. Manag. Rev. 2009, 19, 9–22.

Rothwell, W.J. Effective succession planning: Ensuring leadership continuity and building talent from within; Amacom: New York, NY, USA, 2010.

Stahl, G.K.; Björkman, I.; Farndale, E.; Morris, S.S.; Paauwe, J.; Stiles, P.; Trevor, J.; Wright, P. Six principles of effective global talent management. MIT Sloan Manag. Rev. 2012, 53, 25–32.

Das, B.L.; Baruah, M. Employee retention: A review of literature. IOSR J. Bus. Manag. 2013, 14, 8–16.

Kossivi, B.; Xu, M.; Kalgora, B. Study on determining factors of employee retention. Open J. Soc. Sci. 2016, 4, 261–268.

Hausknecht, J.P.; Rodda, J.; Howard, M.J. Targeted employee retention: Performance-based and job-related differences in reported reasons for staying. Hum. Resour. Manag. 2009, 48, 269–288.

Narayanan, A.; Rajithakumar, S.; Menon, M. Talent management and employee retention: An integrative research framework. Hum. Resour. Dev. Rev. 2019, 18, 228–247.

Egan, T.M.; Yang, B.; Bartlett, K.R. The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention. Hum. Resour. Dev. Q. 2004, 15, 279–301.

Weng, Q.; McElroy, J.C.; Morrow, P.C.; Liu, R. The relationship between career growth and organizational commitment. J. Vocat. Behav. 2010, 77, 391–400.

Tlaiss, H.A.; Martin, P.; Hofaidhllaoui, M. Talent retention: Evidence from a multinational firm in France. Empl. Relat. 2017, 39, 426–445.

Alias, N.E.; Nor, N.M.; Hassan, R. The relationships between talent management practices, employee engagement, and employee retention in the information and technology (IT) organizations in Selangor. Procedia Econ. Financ. 2016, 35, 516–525.

Tansley, C. What do we mean by the term "talent" in talent management? Ind. Commer. Train. 2011, 43, 266–274.

Armstrong, C.; Flood, P.C.; Guthrie, J.P.; Liu, W.; MacCurtain, S.; Mkamwa, T. The impact of diversity and equality management on firm performance: Beyond high performance work systems. Hum. Resour. Manag. 2010, 49, 977–998.

Glen, C. Fostering talent opportunity: Getting past first-base. Strateg. Dir. 2007, 23, 3–5.

Calo, T.J. Talent management in the era of the aging workforce: The critical role of knowledge transfer. Public Pers. Manag. 2008, 37, 403–416.

Srivastava, P.; Bhatnagar, J. Talent acquisition due diligence leading to high employee engagement: Case of Motorola India MDB. Ind. Commer. Train. 2008, 40, 253–260.

Jyoti, J.; Rani, A. Role of Talent Management in Employee Retention in IT Industry: A Study of Delhi & NCR Region. Vision 2019, 23, 305–313.

Creswell, J.W.; Creswell, J.D. Research design: Qualitative, quantitative, and mixed methods approaches; Sage Publications: Thousand Oaks, CA, USA, 2017.

Cochran, W.G. Sampling techniques; John Wiley & Sons: New York, NY, USA, 2007.

Sekaran, U.; Bougie, R. Research methods for business: A skill building approach; John Wiley & Sons: Hoboken, NJ, USA, 2016.

Guchait, P.; Cho, S. The impact of human resource management practices on intention to leave of employees in the service industry in India: The mediating role of organizational commitment. Int. J. Hum. Resour. Manag. 2010, 21, 1228–1247.

Hair, J.F.; Black, W.C.; Babin, B.J.; Anderson, R.E. Multivariate data analysis; Prentice Hall: Upper Saddle River, NJ, USA, 2010.

Tabachnick, B.G.; Fidell, L.S. Using multivariate statistics; Pearson Education: Boston, MA, USA, 2013.

Jehanzeb, K.; Bashir, N.A. Training and development program and its benefits to employee and organization: A conceptual study. Eur. J. Bus. Manag. 2013, 5, 243–252.

Iles, P.; Preece, D.; Chuai, X. Talent management as a management fashion in HRD: Towards a research agenda. Hum. Resour. Dev. Int. 2010, 13, 125–145.

Gupta, N.; Shaw, J.D. Employee compensation: The neglected area of HRM research. Hum. Resour. Manag. Rev. 2014, 24, 1–4.

Zheng, C.; Molineux, J.; Mirshekary, S.; Scarparo, S. Developing individual and organisational work-life balance strategies to improve employee health and wellbeing. Empl. Relat. 2015, 37, 354–379.

Podsakoff, P.M.; MacKenzie, S.B.; Lee, J.Y.; Podsakoff, N.P. Common method biases in behavioral research: A critical review of the literature and recommended remedies. J. Appl. Psychol. 2003, 88, 879–903.