Human Resource Practitioners Research Articles

Self-directed learning motivational drivers of working professionals: confirmatory factor models

PurposeAs learning at the workplace is predominantly self-motivated, this study is aimed to identify and categorize the motivational drivers for working professionals to pursue self-directed learning (SDL) at the workplace.Design/methodology/approachA total of 23 variables were identified as drivers for working professionals to initiate, pursue and sustain self-directed learning at the workplace through literature review, interviews and focused group discussions with senior leaders from the industry. The participants were a mix of senior professionals responsible for leading large teams in their organizations and those appointed as people development leaders in their respective organizations. A questionnaire was developed based on the identified drivers and administered online. Around 315 working professionals were surveyed. Structural equation modelling and confirmatory factor analysis (CFA) methods were used to verify the scale and assess its validity and reliability.FindingsThe results suggested that SDL motivational drivers for working professionals can be categorized into two broad categories, namely extrinsic (14 drivers) and intrinsic (9 drivers). Further, extrinsic drivers were subdivided into three categories: job expectations (6 drivers), negative consequence (2 drivers) and positive reinforcement (6 drivers) based on the initial exploratory and subsequent confirmatory analysis. The results suggest that job expectations and positive reinforcement positively influence the intrinsic motivation of an individual to pursue SDL and negative consequences negatively impact the intrinsic motivation.Practical implicationsThe findings from the study will be useful for human resource practitioners, managers and e-Learning companies to draw strategies for building an SDL culture. It also supports the advancement of research in adult education and learning in the workplace.Originality/valueA new scale to measure motivation for SDL by employees at the workplace is proposed. There are no scales available to measure employee motivation for pursuing SDL at the workplace to the best of our knowledge.

Perspectives of human resource practitioners in two urban local authorities in Zimbabwe

Orientation: This study examines the experiences of human resource (HR) practitioners in two urban local authorities (ULAs) in Zimbabwe.Research purpose: The research aimed to understand the human resource management (HRM)-oriented strategies and the extent to which HR practitioners’ experiences could enable effective implementation.Motivation for the study: There is a need to understand the challenges HR practitioners in ULAs in Zimbabwe face in delivering effective HRM.Research approach/design and method: The study adopted a qualitative research approach using semi-structured interviews with 17 purposively selected HR practitioners. Thematic analysis was used to extract themes from the interviews.Main findings: The findings revealed five themes of HRM challenges in Zimbabwean ULAs, including political interference, resource constraints, bureaucracy and the impact of coronavirus disease 2019 (COVID-19). Human resource management delivery is hindered by stakeholder involvement, performance management gaps, technology gaps and limited interaction with line management. Additionally, traditional HRM approaches committee-focused procedures, and inadequate investment in employee education limit HRM capabilities and procedures.Practical/managerial implications: The study suggests that policymakers and HR practitioners in ULAs in Zimbabwe should pay attention to the identified HRM challenges and proposed solutions to enhance HRM delivery and HR performance. The proposed conceptual model can serve as a guide to overcoming HRM challenges.Contribution/value-add: This study adds to the limited research on public sector HRM in Africa, and stakeholders and HR practitioners can benefit from the conceptual model and recommendations for streamlining HRM procedures in ULAs in Zimbabwe.

Knowledge transmission in the second part of careers: does formal training matter?

PurposeThis paper examines to what extent formal training targeted to workers aged 45 and over could enhance their knowledge transmission activities specifically in changing work environments. This is a key issue for human resources practitioners. Allowing older workers to keep on interacting with their colleagues and transmitting their knowledge acquired through experience reduces the risk for firms of losing critical knowledge assets.Design/methodology/approachThe authors use French-matched employer–employee data to estimate the effect of participation in training sessions intended to support change on the probability for workers aged 45–59 of frequently showing work practices to their co-workers. To account for selection bias in training, the authors reduce the group of untrained workers to those who wanted to attend a training session but had to cancel their participation for exogenous reasons. Leuven and Oosterbeek (2008) show that this is a valid approximation of a random assignment to training.FindingsTraining with the intention to support change for workers aged 45 and more significantly increases knowledge transmission for training participants. This effect is not strictly related to a supervising role as it is significant for workers without subordinates; it holds when the authors address the selection bias in training by narrowing down the comparison group. When training comes as a response to mitigate the potential negative effects of technological or organizational changes in the work environment, it helps workers aged 45–59 maintain their contribution to the knowledge base of the production.Research limitations/implicationsOur findings suggest that two main aspects have to be borne in mind when assessing the effectiveness of training for older workers. First, the reasons for training must be carefully considered, especially if it occurs in response to technological or organizational change in the workplace. Second, the continuation of interactions between older workers and their co-workers must be factored. If the public debate acknowledges that employee learning and development is critical in times of structural change and crisis, the outcomes of knowledge transmission within workplaces in terms of job satisfaction, turnover intentions, productivity or innovation, which the authors do not cover in this paper, deserve further investigations. In particular, the authors believe that studying how the training that supports technological and organizational change influences the relationship between age diversity and firm productivity is a promising avenue for future research.Practical implicationsThe implication of this article for human resource managers is that there may be a substantial cost to not updating the skills of older workers after technological or organizational change. Indeed, it is likely that a large proportion of jobs will only be partially automated, which implies that while some tasks will disappear, rendering the corresponding skills obsolete, others will persist and the skills associated with them will remain useful to organizations. If older workers are excluded from their work collectives after these changes, because their skills have not been updated through training, the knowledge from their accumulated experience that remains valuable will be irrevocably lost when they retire.Originality/valueThis study sheds a new light on the effectiveness of older workers’ training. Some contributions argue that training for older workers is not very effective because it has no significant effect on employment duration, earnings or relative productivity. The authors show that specific types of training to update skills after a technological or organizational change allow older workers to keep interacting with their co-workers and pass on their knowledge gained through experience, thereby reducing the risk for firms of losing critical knowledge assets.

Artificial intelligence as a boundary-crossing object for employee engagement and performance

The study proposes AI-powered tools and applications as boundary-crossing objects to examine how AI performance can affect employees' job engagement, service and job performance. Job security is modelled as a moderator in the boundary-crossing process. Several theories including boundary crossing, goal setting and self-regulation are drawn on to posit these relationships. The study was undertaken with Australia-based full-time employees who had experience with AI-powered tools at work. The results show that AI performance had a significant effect on job engagement, and employee service performance, which were significantly related to job performance appraisal. Job engagement and service performance exhibited significant mediation effects between AI and job performance. The moderation effect exerted by job security was significant in enhancing employees’ job engagement and service performance. The study contributes to service research and human resource management literature. The findings have implications for service marketers and human resource practitioners.

Ostracism Amongst Junior Employees

This study provides tenets that guide a wide range of researchers, industry practitioners, and academics in order to work multifaceted environment of workplace ostracism, work engagement, and turnover intention. The prevalence of turnover intention has received critical attention among Human Resource practitioners as the alarming statistics nowadays allude to global epidemic of actual turnover. High turnover can be costly to any organization. Therefore, this issue needs special attention as it may impact the company’s bottom line. Based on the research philosophies of positivism, this study employs a deductive approach or quantitative research design. This shall provide empirical evidence of the effect of ostracism on turnover and moderated by work engagement. Based on the available literature, a comparative analysis of different experiences with ostracism and turnover from diverse background studies has shown their adequacy for the requirement to involve work engagement as the mediator. This study only looking from East Culture’s perspective which is the Malaysian Private Higher Education Institutions (MPHEIs). It is a cross-sectional, which prevents examining the evolution over time of the phenomenon under investigation. Many studies have examined the antecedents of turnover intention, however, the effects of relational experiences at work on turnover intention amongst junior employees have not been fully explored.

Inclusive workplace practices: understanding disability-assistance animal stereotype-bias signals

Purpose This study aims to fill a distinct gap in the literature on disability-assistance animals (disability-AAs) and inclusive employment by investigating human resource (HR) practitioners’ perceptions of disability-AAs in the staffing process and workplace. HR practitioners play a critical role in accommodation and inclusion, yet their experiences and insights have been largely ignored in prior research. Design/methodology/approach This study used a phenomenological approach, drawing on signaling theory and employability constructs, to explore insights from 17 HR practitioners’ experiences with assistance animals in the workplace. Findings The potential for unconscious bias in employment practices was found, as well as a significant percentage of practitioners who were unprepared to handle animal accommodations. First, the potential development of a positive stereotype bias suggests all genuine assistance animals are high functioning. Second, the assumption that employees’ assistance animal requests for invisible disabilities without previous disclosure are presumed fraudulent until proven valid. Research limitations/implications As a qualitative study, findings from this study are not generalizable to a larger population but may be transferable to similar employment contexts. Originality/value This study extends knowledge from previous studies, which focused predominately on insights from disabled individuals, animal trainers and therapists, to the HR practitioner domain in creating a more inclusive work environment. Findings from this study suggest the need to improve education about disability-AAs and the potential for unconscious bias for HR practitioners and hiring managers when accommodating requests, particularly when those assistance animals are not described as high functioning.

Evasive (knowledge) hiding and task performance: the moderating role of accumulative job resources

PurposeBuilding on the premise of conservation of resources theory (COR) that people protect their knowledge as a resource, the authors questioned whether the contextual nature of job resources buffers the counterintuitive positive relationship between evasive knowledge hiding (KH) and task performance.Design/methodology/approachTwo multisource field survey studies were conducted to examine the moderating influence of task-job resources on the knowledge hiders' task performance. Hierarchical regression analyses tested the main effect of evasive KH on task performance. In addition, conditional process analyses were applied to examine two-way and three-way interactions of evasive KH, job autonomy and task variety.FindingsThe data analysis showed a positive relationship between evasive KH and task performance. Moreover, the authors found that employees receiving accumulative task-job resources continued to hide knowledge and used abundant resources to increase their task performance further. However, contrary to expectations, for employees—who received partial task-job resources—their task performance deteriorated when evasively hiding knowledge.Practical implicationsManagers and human resource practitioners should acknowledge that employees' evasive KH to co-workers is not always wrong and should not be treated like it is. Moreover, they are endorsed to pay attention and invest in job resources since job autonomy and task variety create a beneficial context for knowledge holders' task performance.Originality/valueThe authors provided novel theoretical (the gain-loss perspective of COR theory) and consistent empirical (confirmed by two field-study evidence) arguments for an important contextual role of an HRM practice of job design in shaping the underrepresented knowledge behavior–task performance relationship.

How hard can it be? A qualitative study following an HRT implementation in a global industrial corporate group

PurposeThe purpose of this paper is to critically study the implementation and contextualization of the human resource transformation (HRT) management model within the human resources (HR) function of a global industrial company group.Design/methodology/approachA qualitative case study that includes two data collections.FindingsImplementation of the HRT model led to tensions and conflicting interpretations of the mission of the HR function, and a “tug of war” about the distribution of work both within HR and between HR and line management. Splitting the HR function into three legs made the HR function's learning cycles more difficult. The corporate group had a decentralized and diverse business culture, and contextualization of the HRT model to this setting highlighted the model's embeddedness in the American business culture of centralization and standardization. Implementation of the model also entailed a transition from an employee to an employer perspective within HR.Research limitations/implicationsFor an assessment of HR's total work other parts of the HRT model (Ulrich and Brockbank, 2005) need to be involved since HR professionals in the insourced or outsourced shared service center (SSC) and Center of Expertise (CoE) and the e-HR tools are equally important for executing the total HR's mission. Further studies of the problematic human resource business partner (HRBP) role are needed and also what the development of e-HR solutions means for the HR profession.Practical implicationsThe authors argue for a continuous development of HR work, along with closer professional contact both with line managers (LMs) and within the HR function, for improved learning cycles and a need for contextualization when implementing management models.Social implicationsThe paper discusses the HRT model's impact on HR practitioners’ and LMs’ work practice.Originality/valueThis article shows the need for contextualization when implementing management models. The lack of such contextualization led to severe tensions, and the intentions of an efficient and respected HR function were not achieved. The study contributes an evaluation of the tensions between HRT as a normative and standardized model in business settings accustomed to variety and decentralized decision-making.

COVID-19 Induced New Workplace HR Practices: Practitioners’ Perspectives from India

The purpose of this article is to provide a first-hand account of how human resources (HR) practitioners from India are revisiting their traditional perceptions of managing HR in the wake of the Coronavirus disease (COVID-19) pandemic. This study applies an in-depth interview method to probe the mindset of 13 top-level HR practitioners from India. The time duration of each interview ranged between 45 minutes and 1 hour. The data generated from the qualitative interviews are analysed through latent thematic analysis. The findings throw light on how HR managers in India are rethinking their traditional practices to adjust to the new normal. The themes point to a shift towards a virtual organizational structure, with emphasis given to developing virtual empathy and virtual team building. There is also the resonance of being more future-ready for the potential recurrence of such types of economically disruptive shock events. There is more willingness to hire gig workers and freelancers now given the increased risk of overstaffing in the post-pandemic market. This study provides practitioners with a lot of validity about the way forward in the new world of work-from-home and virtual employment contracts. This is a novel exploration of what some of the senior HR practitioners from India are doing to counter the challenge of the COVID-19 pandemic-induced workplace disruption.

Entrepreneurial Aspiration: An Empirical Analysis of the Role of Achievement Striving Behavior, Personal Growth Initiative & Goal Setting

Fostering entrepreneurial aspiration of the vibrant segment of a nation's population is quite strategic during global economic inconsistencies. Thriving economies explore the human capital in business faculties to bring about entrepreneurial revolution. Hence, this study investigated the entrepreneurial aspiration of business faculties' graduates, focusing on the contributions of Achievement striving, personal growth initiative and goal-setting. Correlational research design was adopted because the researchers were only interested in knowing the influence of the predictor variables on the criterion measure without necessarily manipulating any of the variables. Non-proportional stratified and simple random sampling techniques were employed to select three hundred respondents from business faculties of three public universities in South-West Nigeria. Four self-report scales (Entrepreneur Aspiration Scale: R= 0.87; Achievement striving scale: R=0.78; Personal Growth Initiative Scale: R= 0.741 and Goal Commitment scale: R= 0.82) were used to generate data while two hypotheses were raised and tested at 0.05 level of significance using multiple regression and Pearson product moment correlation statistics. The findings revealed that Achievement striving (β = .493; t = 5.843; p<.01) significantly and independently predicted entrepreneurial aspiration of graduate students in business faculties. Also, personal growth initiative (β=.005; t =0.035; p>.05) and Goal setting (β = .040; t=0.266; p>.05) did not significantly and independently predict entrepreneurial aspiration. This implies that achievement striving is the most influential predictor of entrepreneurial Aspiration, while personal growth initiative and goal setting did not significantly predict entrepreneurial aspiration respectively. The finding further revealed that all the independent variables (Achievement striving behavior, Personal growth initiative and Goal setting) significantly and jointly influenced dependent variable (F(3,280)= 11.426; R2 = .244; Adj R2 = .223; p<.001), accounted for 22.3% of the variance in entrepreneurial aspiration. Based on the findings of the study, some fundamental implications were drawn, such that the employers of labor and Human Resource practitioners should ensure that Achievement Striving behavior be fostered and also be part of indicators for personnel selection. Entrepreneurial mentoring programs should be established with successful entrepreneurs. In addition, academic activities that can make students to be enterprising, adventuresome and daring (such as discovery and problem-solving methods of instruction) should be embraced by teachers in the ivory towers.

A career break questionnaire for employees and human resource practitioners

A career break questionnaire for employees and human resource practitioners

How discretionary HR practices influence employee job satisfaction: the mediating role of job crafting

PurposeThis study aims to examine the relationship between discretionary human resource (HR) practices and job satisfaction, as well as the mediating role of job crafting in the relationship between discretionary HR practices and job satisfaction.Design/methodology/approachData were collected from 302 employees working in an information and communications technology (ICT) industry in Turkey. Structural equation modelling and bootstrapping procedure were used to test the hypothesized relationships.FindingsThe findings suggest that discretionary HR practices are significantly and positively related to employees' job satisfaction. The results also show that discretionary HR practices stimulates job satisfaction through job crafting.Research limitations/implicationsBecause this study was conducted using a cross-sectional research methodology with data acquired from the same source, conclusions concerning the causality of the variables cannot be inferred. The findings in this study have significant implications for human resource practitioners and business owners who invest in their employees to enhance both employee and organizational performance. The findings show that investment in HR practices prompt employees to be more proactive in devising measures and ways of performing their jobs which increases their job satisfaction hence bringing about desirable and favorable organizational outcomes.Originality/valueThis study adds to the growing body of research on the relationship between HRM and job satisfaction by investigating at the predictive influence of discretionary HR practices as well as the mediating role that job crafting plays.

Enabling Faculty Through Engagement: Insights to Human Resource Policy Directions

The goal of fostering engagement is to make institutions more competitive. This is done through education, motivation of leaders, and commitment in social interactions. This is a descriptive research, which ascertained the level of engagement and work status of the faculty of Capiz State University that leads to changes in organizational performance. The researcher made a questionnaire as the tool in data collection, which underwent reliability testing and validation from the Human Resource Practitioners of various public agencies. The 131 regular faculty members who have worked at Capiz State University-Main Campus for one year or longer make up the respondents. The findings show that the faculty have high levels of autonomy, competence, and relatedness; they are dedicated to the work and value positive working affairs with one another; and they have positive work relationships with the institution. The faculty believed that family culture is present; they tend to engage if they felt given importance. Thus, if the faculty's needs are supported and prioritized by the institution in providing quality work-related needs, they will facilitate faculty engagement towards achieving the institution's vision and goals.

Intelligent human resources for the adoption of artificial intelligence: a systematic literature review

PurposeThis study is dedicated to critically analysing research addressing human resource management (HRM) and the adoption of artificial intelligence (AI) with the purpose of driving development in the field of human resources (HR) at the strategic and managerial level.Design/methodology/approachA systematic literature review (SLR) was conducted using the Scopus database, which gathered 61 articles between 2002 and 2022. The SLR process has the potential to, in addition to generating knowledge and theories, support and guide policy development and practice in many disciplines.FindingsThe results of this study allowed the author to identify three main conclusions: (a) there are four thematic clusters – (i) Strategic HR and AI, (ii) Recruitment and AI, (iii) Training and AI and (iv) Future of work; (b) there is a growing academic interest in studying the implementation of AI to develop the HR sector and (c) the application of AI stands out in the strategic HR and AI cluster as a means of achieving profit maximisation and the overall development of the organisation.Originality/valueThis study is the first SLR to present a strategic and managerial view on AI applications associated with specific HRM dimensions. The study is also the first SLR to identify key trends in the literature, drivers and obstacles to the development of AI in HRM and then place them within the landscape of positive and negative approaches in a framework. Also, as a contribution, the study has practical implications for HR managers and practitioners in adopting AI as a decision support in the area's processes.

Human capital pipelines – antecedents and consequences

PurposeThis paper aims to discuss the concept of human capital pipelines and explain how pipelines originate and the consequences of pipeline-based hiring in terms of labor market uncertainty, job embeddedness, social ties, homosocial reproduction, employee referrals and turnover intent.Design/methodology/approachThe author provides a viewpoint grounded on a review of recent research regarding human capital pipelines.FindingsThis paper aims at further developing our understanding of human capital pipelines and the implications of such practices. The author points out both the positive and negative aspects of pipeline-based hiring, with the hope that human resource practitioners and mangers will adopt such practices based on the organization’s strategic needs.Originality/valueTo date, very little conceptual and/or empirical work has been carried out on pipeline-based hiring. In organizations, it is important to understand how repeated hiring from labor sources can reduce labor market uncertainty regarding a job seeker’s quality and potential productivity. However, it is also crucial to appreciate that such practices may have important pre and posthire implications for organizations and employees alike.

The Effect of Gender Inequality on Job Satisfaction, Productivity, and Career Progression of Female IT and Software Professionals

With technological advancement and the sudden shift in the need for a consistent online presence due to the COVID-19 pandemic, the IT and Software industry continues to grow as a valuable and competitive profession. Albeit this industry’s significant contribution to the country’s development, it continues to be dominated by men. Hence, a study involving a total of 204 female IT and software professionals in the Philippines aged 18-65 was conducted to examine the effects of gender inequality on their job satisfaction, productivity, and career progression. By using exploratory factor analysis and structural equation modeling (SEM), results show that the perception or experience of gender inequality leads to less satisfied and less productive employees, which further translates to the determination to grab the opportunity to progress in their careers. Notably, gender inequality creates a positive effect on one’s motivation for career progression. Despite this study’s limitations, its findings will provide significant insights for Human Resource practitioners on how to properly manage a growing workforce in a male-dominated industry and ensure that they are satisfied with their jobs, productive, and can pave the way for advancement in their careers. Keywords: Gender Inequality, Job Satisfaction, Employee Productivity, Career Progression, IT and Software, Female Professionals, Minority, Social Exchange Theory

Multi-generational workforce job retention: Coping strategy influences among South African engineers

This study investigated the relationship between generational cohorts and job retention as influenced by coping strategies. Participants were a convenience sample of 151 full-time South African engineers (Generation X: 1961 to 1980 = 47.7%; white = 66.9%; male = 89.4%). Participants completed the Positive Coping Behaviour Inventory (PCBI) as well as the Retention Factors Behaviour Inventory (RFBI). A stepwise regression analysis revealed no age cohort differences in terms of job retention. However, affective positive (emotion-focused) coping significantly predicted satisfaction with retention factors. No differences were found in term of the demographic variables. Human resource practitioners should prioritise innovative work coping mechanisms that will guide retention strategies within the engineering sector in South Africa.

Entrepreneurial Aspiration: An Empirical Analysis of the Role of Achievement Striving Behavior, Personal Growth Initiative &amp; Goal Setting

Fostering entrepreneurial aspiration of the vibrant segment of a nation’s population is quite strategic during global economic inconsistencies. Thriving economies explore the human capital in business faculties to bring about entrepreneurial revolution. Hence, this study investigated the entrepreneurial aspiration of business faculties’ graduates, focusing on the contributions of achievement striving, personal growth initiative and goal-setting. Correlational research design was adopted because the researchers were only interested in knowing the influence of the predictor variables on the criterion measure without necessarily manipulating any of the variables. Non-proportional stratified and simple random sampling techniques were employed to select three hundred respondents from business faculties of three public universities in South-West Nigeria. Four self-report scales (Entrepreneur Aspiration Scale: R= 0.87; Achievement Striving Scale: R=0.78; Personal Growth Initiative Scale: R= 0.741 and Goal Commitment scale: R= 0.82) were used to generate data while two hypotheses were raised and tested at 0.05 level of significance using multiple regression and Pearson product moment correlation statistics. The findings revealed that achievement striving (β = .493; t = 5.843; p<.01) significantly and independently predicted entrepreneurial aspiration of graduate students in business faculties. Also, personal growth initiative (β=.005; t =0.035; p>.05) and Goal setting (β = .040; t=0.266; p>.05) did not significantly and independently predict entrepreneurial aspiration. This implies that achievement striving is the most influential predictor of entrepreneurial aspiration, while personal growth initiative and goal setting did not significantly predict entrepreneurial aspiration respectively. The finding further revealed that all the independent variables (achievement striving behavior, personal growth initiative and goal setting) significantly and jointly influenced dependent variable (F(3,280)= 11.426; R2 = .244; Adj R2 = .223; p<.001), accounted for 22.3% of the variance in entrepreneurial aspiration. Based on the findings of the study, some fundamental implications were drawn, such that the employers of labor and Human Resource practitioners should ensure that achievement striving behavior be fostered and also be part of indicators for personnel selection. Entrepreneurial mentoring programs should be established with successful entrepreneurs. In addition, academic activities that can make students to be enterprising, adventuresome and daring (such as discovery and problem-solving methods of instruction) should be embraced by teachers in the ivory towers.

Human Resources Attrition: A Case Study on X-BPO

This study focuses on the phenomenon of human resources (HR) attrition within the context of a Business Process Outsourcing (BPO) company. The objective is to comprehensively explore the causes, consequences, and mitigation strategies of HR attrition in the BPO sector. Through a case study approach, quantitative and qualitative data have been collected to delve into the intricacies of this complex issue. The study aims to provide insights that not only benefit X-BPO but also contribute to the broader understanding of HR attrition in similar industries. By analyzing the unique challenges faced by X-BPO and its efforts to navigate the evolving labor landscape, this research seeks to unfold the practical mysteries of HR attrition before HR practitioners and organizational leaders deal with attrition issues.

Practices of Talent Management in Private Organizations of Bangladesh: A Descriptive Analysis

Purpose: This study examines talent management practices in private organizations in Bangladesh, focusing on practical implementation and identifying associated challenges. Methodology: Employing a descriptive research design, data is collected through interviews and questionnaires using a Likert scale from administrative personnel at four organizations in Kushtia. Qualitative and quantitative analysis methods are applied. Findings: Talent management lacks a precise definition but is generally viewed as integral to human resource management. It is recognized as a strategic approach to attract, retain, engage, and develop talent. Competitive compensation, training programs, and a positive culture are key attraction and retention factors. Talent management is considered cost-effective, reducing turnover and enhancing performance. Succession planning is valued for talent development and leadership continuity. Practical Implications: The study offers insights for human resource (HR) practitioners, emphasizing the integration of talent management into HR practices. Competitive compensation, training, and culture-building are essential for attracting and retaining top talent. Viewing talent management as a strategic and cost-effective approach can enhance performance and competitiveness. Originality: This research contributes to the evolving literature on talent management in Bangladesh's unique organizational context, providing a comprehensive analysis of its integration with HR. Research Limitations: Reliance on self-reported data and a regional focus limit generalizability.