Talent Retention Research Articles

Employee Talent Management Model for Astan Quds Razavi

Objective: The objective of this study is to develop a comprehensive talent management model tailored to the unique needs and cultural context of the employees at Astan Quds Razavi. Methodology: A mixed-methods approach was employed, integrating qualitative and quantitative methodologies. The qualitative phase involved thematic analysis using Clarke's method, facilitated by MAXQDA software, and included interviews with 15 purposively selected experts from Astan Quds Razavi. The quantitative phase targeted 21,000 employees, with a sample size of 147 determined using G*Power software. Data were collected through surveys and analyzed using path analysis and variance-based structural equation modeling with SPSS and Smart PLS 3. Findings: The study identified six key predictors for effective talent management: talent evaluation, talent engagement, talent identification, talent culture, professional development of talent, and the attraction and retention of top talent. Additionally, 30 specific indicators were identified that contribute to these predictors. Conclusion: The proposed talent management model provides a robust and context-specific framework for managing talent within Astan Quds Razavi. The model addresses the unique needs of the organization and aligns with its cultural context, offering a valuable tool for improving organizational performance and employee satisfaction. This model has the potential to be adapted for use in similar organizations and contributes to the broader understanding of effective talent management strategies.

Talent Management Model in the Context of Coopetitive Interaction and the Knowledge Economy

This article examines the talent management model in the context of the modern knowledge economy, emphasizing the importance of coopetitive interaction among business, education, and science. Effective talent management has become a critical factor in ensuring organizational development and innovation in this rapidly evolving environment. The study addresses how coopetition—a strategic combination of cooperation and competition—can enhance the effective utilization of intellectual potential across different sectors, contributing to long-term competitiveness and innovation. The authors thoroughly analysed the literature, exploring fundamental principles and approaches to talent management that are essential for developing competitive organizations in the knowledge economy. The study identifies critical challenges that organizations face in attracting, developing, and retaining talent, particularly in light of fast-paced technological advancements and the growing complexity of the labor market. Additionally, the researchers emphasize the need for cross-sector cooperation, arguing that integrating business, education, and science is pivotal for creating an innovative environment where talent can thrive. The article's central focus is coopetition, which involves a delicate balance between collaborative efforts and competitive strategies among businesses, educational institutions, and research entities. This coopetitive approach is presented to maximize the intellectual resources available within the knowledge economy, ensuring the effective development of creativity, knowledge, and innovation. Furthermore, the research addresses talent retention challenges, particularly in sectors with high demand for skilled workers. It emphasizes the importance of providing continuous opportunities for professional growth and innovation integration. The proposed talent management model is comprehensive and considers the unique aspects of the modern labor market. The model highlights the necessity for organizations to attract talent and create an environment where employees can continuously develop their skills and contribute to the organization's innovation processes. The practical implications of this study offer a framework for organizations seeking to implement effective talent management strategies that align with the needs of the knowledge economy. In conclusion, the article presents a detailed analysis of a new talent management model that promotes competitiveness and innovation through coopetitive interaction among business, education, and science. This model is particularly relevant in today’s knowledge-driven economy, where the ability to manage talent effectively plays a crucial role in organizational success. By fostering coopetition and ensuring the optimal use of intellectual potential, the proposed model contributes to developing innovative, competitive, and sustainable organizations capable of thriving in the knowledge economy.

Organizational Transformation: Examining the Nexus between Human Values and Talent Retention Effectiveness

Organizational Transformation: Examining the Nexus between Human Values and Talent Retention Effectiveness

Nudging the Mindset of Youth Out Migration from Kathmandu, Nepal

Purpose: This study explores the phenomenon of youth outmigration in Kathmandu, Nepal, focusing on the factors influencing their decisions within a globalized context. It addresses the challenges faced by Kathmandu's youth and the driving forces behind their migration. Design/Methodology/Approach: Utilizing a multiple regression model, the research examines variables such as employment opportunities, financial intentions, education, personal ambition, and government policies, with youth migration as the dependent variable. A comprehensive analysis employing a deductive approach and mixedmethods strategy was conducted, collecting data from a sample size of 77 respondents using convenience sampling techniques. Findings: The analysis reveals significant correlations between outmigration and factors such as employment opportunities, financial reasons, and education. Hypothesis testing confirmed the significant impact of these factors while rejecting the influence of personal ambition and government policy. Originality/Value: These findings offer valuable insights for policymakers and institutional leaders seeking to address youth migration in Kathmandu. They highlight the importance of informed decision-making in crafting effective interventions. This study contributes to the ongoing discourse on migration dynamics in urban centers and underscores the need for tailored strategies to retain talent and promote sustainable development. Despite limitations like sample size and potential data inaccuracies, the study provides valuable insights for policymakers to formulate targeted talent retention strategies, promoting sustainable growth in Kathmandu. Keywords: brain drain, Kathmandu, employment opportunities, financial Intentions, education, personal ambition, government policy

Effect of talent management practices on talent retention in higher educational institutions of Nepal

This paper concerns answering how talents are managed in the dimensions of attracting, developing, and motivating, as well as examining the effect of these dimensions on retaining talents. Empirical shreds of evidence have indicated the positive and significant effects of various talent management practices on different aspects of performance. The absence of studies on talent management practices focusing on attracting, developing, and motivating talents and analyzing their effect on retaining them prompted this study. The study uses descriptive and causal-comparative research designs to describe and analyze the causal relations among the study variables. Quantitative data is collected from 132 respondents using a questionnaire survey developed based on intensive reviews. The findings of the descriptive analysis indicate moderate efforts given by the institutions managing talents. The correlation result shows positive and significant associations between talent retention and talent attraction and development, as well as talent motivation. The findings from multiple regression analysis showed a positive and significant effect of talent attraction and development on talent retention. However, talent motivation showed no significant effect on talent retention. The findings may have practical uses for administrators to manage talents by evaluating their actions, strategies, and policies to retain talented employees and deal with a surplus or shortfall of a talented workforce. The findings provide new insight into the field of study of talent management and retention. Particularly studies focusing on the areas of attraction, development, motivation, and retention of talents in diverse organizational settings.

Talent Management Practices and Organizational Performance in Nepalese Private Banks

This study aimed to investigate the impact of talent management practices, including talent attraction, talent development, talent retention, talent selection, and reward management, on financial performance in Nepalese banks. A questionnaire with a 5-point Likert scale was used to collect data from 256 employees from 17 Nepalese banks over a 10-year period. Structural equation modeling (SEM) was conducted using the AMOS software to analyze the data. The results showed that talent attraction, talent development, and talent retention had a significant positive impact on return on equity (ROE), while the impact of talent selection and reward management on ROE was found to be insignificant. Additionally, talent development had a significant positive impact on return on assets (ROA), while the impact of the other talent management practices on ROA was insignificant. These findings suggest that talent management practices can play a critical role in improving the financial performance of Nepalese banks, particularly in terms of ROE. The study provides valuable insights for bank managers and policymakers on the importance of talent management practices for enhancing financial performance.

Unraveling the great resignation: a comprehensive literature review on the workforce exodus henomenon

Purpose- The Great Resignation, a profound labor market shift following the COVID-19 pandemic, has seen employees globally re-evaluate their work-life priorities. This paper presents a comprehensive review of the literature on this phenomenon, aiming to consolidate existing knowledge, identifying research gaps, and offer insights to various stakeholders. Methodology- A systematic literature search was conducted using defined keywords such as "Great Resignation," "workforce trends," and "remote work" across multidisciplinary databases Web of Science and Scopus. Publications spanning 12 categories, including refereed articles, conference papers, and reviews, were reviewed to distill the essence of existing research. Findings- The Great Resignation underlines a pivotal movement where work-life balance, health, safety, and job contentment surpass conventional job security. Contributing factors include blurred boundaries between professional and personal spheres due to remote work, health risks in the workplace, and a general rethinking of career choices following the pandemic. The increase in workloads and the stress of the global health crisis have accelerated burnout, making many seek healthier work environments. In addition, changes in cost of living and inflation have further fueled this trend. The phenomenon poses significant challenges for organizations, from talent retention to operational disruptions. Conclusion- Addressing the Great Resignation requires adaptive strategies from employers. The flexibility of work options, the prioritization of mental health, the availability of competitive compensation, and the maintenance of transparent communication emerge as essential. Governments, too, play a crucial role by ensuring policies that support worker rights, offer financial aid, and promote skill development. This review underscores the need for more empirical research to understand long-term impacts across various sectors and demographics and to develop effective retention strategies. The findings also provide a foundation for policymakers, business leaders, and academics to strategize and navigate the challenges and opportunities presented by the Great Resignation in the post-pandemic era. Future research directions include an in-depth exploration of sector-specific impacts, demographic variations, and long-term economic implications. Keywords: Great resignation, workforce, Boolean operators, motivation, turnover ntention, millennials JEL Codes: L22, M51, M54

Study on Housing Problems and Improvement Opinions of Non-local Personnel in Shanghai

The development of a city relies on the influx and retention of people and talents, especially those from other places, which plays a vital role in the city's progress. Shanghai, being an international metropolis, faces the challenge of high living costs and skyrocketing housing prices, making it challenging for many outsiders to reside in the city. At present, there are various problems in the housing of non-local residents in Shanghai, which to some extent hinder their contribution to urban construction and economic development. Properly solving their housing problems has become a necessary path in the process of urban development. Therefore, this study takes non-local residents in Shanghai as the starting point for research, and analyzes the current housing situation and housing satisfaction of non-local residents and newly employed college students. Given this situation, several policy recommendations are being put forward to address housing issues and contribute to the urban construction and development of Shanghai.

Work-Life Quality Dynamics of Employees in a Selected Philippine National Government Entity: Basis for Human Resource Development Strategies

Objectives: This study sets out to achieve two main objectives. Firstly, it aims to identify the dynamics of work-life quality experienced by employees within a selected Philippine national government entity. Secondly, it seeks to establish a solid foundation for the development of human resource plans tailored to the needs identified in the organizational context.
 
 Methods: The research employed a descriptive approach, utilizing a survey questionnaire to gather data from 125 employees. The questionnaire covered various dimensions of work life, including the work environment, organizational culture and climate, relationships and cooperation, training and development, compensation and rewards, facilities, autonomy of work, and adequacy of resources.
 
 Results: The study's findings indicate a positive quality of work life among employees across multiple areas. Specifically, the favorable aspects encompass the work environment, training and development opportunities, compensation and rewards, facilities, autonomy of work, and the adequacy of resources.
 
 Conclusion: In conclusion, the study underscores the significance of key factors in promoting a conducive work environment and contributing to organizational effectiveness. These factors include fostering a positive work environment, implementing effective communication strategies, encouraging teamwork, and ensuring sufficient resources. The results provide a valuable framework for shaping human resource development strategies aimed at enhancing employee engagement, commitment, talent retention, and overall organizational success.

Managing talent and branding in learning organization

PurposeThe success of the organization depends on its sustainability and growth in the competitive market. Retention and attraction of talent in the organization are strongly associated with organizational performance. Employer branding is an outcome activity that helps organizations show their strength to attract and retain talent. Talent management practices are mostly essential in the current context for retaining talent. This study aims to explore and identify the contributing factors in efficient talent management and to examine whether the factors contributing to employer branding differ concerning different demographic profiles of the employees for information technology organizations.Design/methodology/approachData were collected from 617 adult participants using an 85-item questionnaire on talent management comprising 25 domains, developed for the present study.FindingsPrincipal component analysis of the data indicated that 20 different factors make an impact in developing strong talent management practices. Three broad areas were identified, namely, personal benefits and growth, transparent organizational culture and social commitment of the organizations.Research limitations/implicationsPresent research has not taken care of few other factors associated with the organization where employees’ retention gets adversely effected such as evaluation of performance and compensation management, training and development, etc. So, future research can be conducted these areas. These aspects are also required to be incorporated in future research.Practical implicationsSeveral implications of the present research can be presented in the following areas. It is found in the present research that the effectiveness of the talent management system mostly depends on personal benefits and growth, organizational culture and climate and the organizational out. Apart from the academic implications of the present research, practical implications of the present study cannot be ignored. The components and elements of the talent management in the perspectives employer branding can also appropriately applied by the organizations.Originality/valueThe contribution of the study lies in exploring and identifying three important aspects of the organization in talent management. Findings will have implications for different organizations in understanding, developing and implementing policies related to employer branding and talent management.

Development and talent management in the hr management system

An exhaustive review of strategies, methods and practices related to talent management in organizations is presented. It analyzes modern approaches to attracting, developing and retaining talented employees, and also explores key problems, challenges and trends in this area. The importance of talent management and its role in creating a competitive advantage for organizations is reviewed. Various methods of attracting talent are considered, including active search and recruitment of candidates, the use of network resources and social media, as well as building an effective employer brand. Special attention is paid to the development of talents. Learning and development strategies are analyzed, including formal training programs, mentoring, coaching and online training. Methods of assessing the potential and productivity of employees, as well as ways to develop individual development plans and career growth are also considered. An important aspect is talent retention. Strategies for creating a favorable corporate culture, developing reward and incentive systems, as well as providing a variety of opportunities for professional and personal growth are considered. Special attention is paid to maintaining motivation and effective management of career expectations of talented employees. The challenges faced by organizations in the field of talent development and management, such as globalization, rapidly changing technologies and changing expectations of the younger generation of employees, are discussed. Trends are also discussed, including the development of flexible forms of work and the use of data analytics for decision-making in the field of talent management. This paper presents a complete and comprehensive study of the topic, offering readers extensive information and recommendations for effective talent management in a modern organization.

An Investigation into the Retention of Talent in the Nigeria Banking Sector

This study aims to investigate talent retention in the Nigeria Banking Sector using Wema Bank Plc. as a case study. To achieve this aim, the primary source of data was employed to collect data from respondents. Specifically, semi-structured interviews were conducted to gather data from nine (9) employees at Wema Bank. Data retrieved were analysed using thematic analysis. Findings from the semi-structured interview showed that factors such as poor remuneration, non-flexibility in work arrangements, poor performance management process, increased workload, and increased stress levels are responsible for the increased rate of talent turnover in Nigeria Banks. In addition, it was discovered that the increased turnover rate caused by the identified factors had been the cause of poor service delivery of banks, especially in areas such as Internet banking and mobile applications. Furthermore, employee resistance to change, non-commitment of the management team, and budget constraints were identified as challenges causing a hindrance to the implementation of some of the talent retention strategies created by Wema Bank. Thus, based on the findings from the semi-structured interview, training and educating talent, ensuring timely promotion, pay increase in such a way that offers more than competitors within and outside the banking industry, rewarding and recognising talent, implementing flexible work arrangements, and ensuring cross border recruitment, have been found suitable for improving talent retention in Nigerian Banks. Furthermore, the study recommended implementing flexible work arrangement policies and practices to help reduce workload and stress and ensure a healthy work-life balance.

Talent retention and leadership effectiveness in workplace: Implications for learning organizations

The secret to a successful business is hiring and retaining excellent personnel. Individuals with talent will always be improving their abilities and adding value to the company. The core component is improving staff quality, which can only be done by recognizing and developing exceptional personnel. Organizations should keep an eye on underperforming staff members at the same time. To do this, it is necessary to comprehend each person's position inside the company. Giving a worker the incorrect role might impede their development on a personal and organizational level. Making a distinction between performers and non-performers is the main problem. Improvement plans should be put into place to assist non-performers in understanding expectations and achieving quantifiable targets, while performers should be recognized and encouraged in the workplace. It is better to fire the underperformer if an employer has established a conducive work atmosphere for achievement but the individual is still not succeeding. Both the company and the individual benefit from this, as they are free to look for other options. Currently, when their requirements at work are not met, outstanding performers frequently depart organizations. As a result, businesses usually need to bring on new hires to take the place of departing staff members in order to maintain corporate operations. Consequently, in order to reduce employee attrition, businesses must create efficient employee retention plans. In addition to outlining important tactics to increase staff retention inside businesses, this paper explains the causes of employee attrition. Effective leadership is necessary to achieve outstanding performance in big, complicated, and fast changing companies. To promote performance improvement throughout their company, modern executives must constantly push the envelope. They need to be able to inspire and encourage others to grow confidently and increase productivity, and they must uphold an environment of responsibility while promoting innovation and change. Companies frequently make the grave mistake of elevating successful people without appreciating the distinct skill sets required at different leadership levels. This is because they concentrate too much on technical proficiency, leadership styles, and attributes. One of the most important components of an organization's human resource strategy is succession planning, or leadership continuity. Maintaining leadership continuity in the turbulent business climate of today involves a protracted process fraught with difficulties, including flexibility. It is now a management problem to hire people who make career decisions and broaden the talent pool while maintaining appropriate growth. Even though training contributes to the development of future leaders, it frequently falls short of offering the experience required for such positions. A practice called leadership continuity aids companies in creating formal career development plans for their most gifted employees and coordinating them with organizational requirements. Instead of depending on outside personnel, businesses need to develop their own leaders from within. People learn more and become more willing to take on new tasks as they achieve more. Companies need to identify the actual work requirements at every important leadership level in order to fully utilize potential. Although it takes considerable planning and work, maintaining leadership continuity has major benefits. Any organization that survives will eventually need to replace its leadership, whether it is desired or not. Therefore, effective succession planning is essential. The impending retirement of an entire generation of executives is becoming an increasingly significant aspect in this dynamic economy. As a result, succession planning is turning into a crucial strategic requirement. The techniques required for talent development and retention as well as leadership continuity within businesses are covered in this article.

Factors affecting talent retention in SMEs in a competitive environment

Factors affecting talent retention in SMEs in a competitive environment

Examining the Effectiveness of Housing and House Registration Policies for Raising Inflow of Talents A Case Study in Zhangjiang Science City, Shanghai

With the national economic transformation, the advance of the intelligent manufacturing industry is gradually approaching, which has a direct positive correlation with innovations and the development of high-tech industries. Sufficient technical and entrepreneurial talent supply is the key to maintaining a high level of technological progress and sustaining economic development. Therefore, as one of the most developed cities in China, Shanghai adopts several house-related policies to attract the inflow of advanced talent. This paper examines the effectiveness and feasibility of the housing and household registration policies implemented in Zhangjiang Science City, including shortening the time of transferring temporary residence permit into the registered permanent residence (TR-to-PR) and offering talents apartments to reduce rental pressure of young talents. Four simple quantitative indicators used to analyze the effectuality are the number of talents introduced annually and its growth rate; the number of TR-to-PR groups annually and its growth, respectively. As a result, this paper supports that the policies are effective in promoting talent inflow. However, the future talent retention issue is still alarming and it deserves the attention of policymakers. More policies concerning solving house price bubbles and improving the living environment should be adopted to keep talents stay and contribute to economic development in the long run.

Impact of Work from Home on Employee’s Satisfaction and Turnover Intentions in IT Sector of Delhi

Work from home has grown to become a mainstay of workplace practice, fueling the rise of the digital age of the workforce by introducing new work environments. Because of such digitization, skills scarcity, and quickly expanding technology, the retention of talent is a significant challenge in the information technology (IT) sector. Consequently, employee turnover incurs significant costs and has a detrimental impact on enterprises. Hence, the present study purposefully proposes to visualize the association between work from home, employees' satisfaction, and intentions to leave job. The given work is conducted for IT companies in Delhi listed at NASSCOM. In this survey, a total of 500 IT sector employees were approached to test their degree of agreement on various questions presented in the questionnaire, and out of the total of 500, 500 responses were received successfully. In this study, quantitative techniques were employed. The responses of the respondents to various factors in the questionnaire were collected on a five-level Linkert scale. Based on convenience sampling, it has been observed that only 88.8% of respondents can strike a balance between job and their own as well as family life, more than 77.6% of respondents satisfactorily can reach their personal and career goals, less than 38.8% of respondents often think about leaving this job, and only 12% of respondents would like to accept a different offer of employment at the same salary level if one is made.

A Study on Revolving Door of Talent and the Impact of Diversity without Inclusion from the Perspective of HR - A Challenge in Business and Economy

Abstract: Human Resource Management is a study of employing people based on the requirement of anorganization. It involves understanding the constant change of people in a business, which includes internal and external personnel. This paper talks about the role of Human Resource Management in tackling the Great Resignation. The recent challenges faced by Human Resource Management can lay anywhere from re- engaging the workforce to managing the uncertainty to improving employee health and well-being to the retention of talent. The recent trends in HR challenges, talk about the massive number of employees changing jobs more frequently than ever before. In short, the term Revolving Door of Talent is used to recognize an ongoing process of employees exiting and entering the organization concurrently. The Revolving Door of Talent is a challenge faced byemployers trying to pull a diverse talent workforce. It has been extensively documented, with studies and articles pointing out the change in values of younger generations about committing to a job that doesn’t satisfy their desire to learn and grow as an individual as well as a team. Although these findings have mentioned certain precautionary measures to avoid having a Revolving Door of Talent, it calls upon further research to fill the gaps with creating a synergetic space for both the employer and the employee.

Technological Innovations and Talent Retention: Unpacking the Relationship Between E-HRM Advancements and Employee Commitment in Sustainable Organizations

Technological Innovations and Talent Retention: Unpacking the Relationship Between E-HRM Advancements and Employee Commitment in Sustainable Organizations

Factors of Talent Retention in Malaysian Construction Industry: Employee’s Perspective

Engaging and retaining high-quality employees is critical to achieving an organization’s objectives. Employee turnover can cause a shortage of skilled manpower, ultimately leading to reduced innovation, lower labour productivity, etc. In the construction industry, employee turnover will cause project delays, project quality defects, client dissatisfaction, and profitability challenges. As the construction industry is critical to Malaysia’s development, organizations must ensure smooth operations by retaining their talents. This paper reports on the significant factors of talent retention in the Malaysian construction industry. The methodology adopted was literature review and quantitative method via a questionnaire survey. 12 predefined factors identified from literature review were presented to the respondents in the questionnaire. The target respondents for this study were construction professionals from G7 contractor, and a total of 77 responses were obtained. The significance of the factors was assessed and ranked using their average mean scores. The top five factors influencing talent retention are: 1) management and social support; 2) compensation and benefits; 3) work environment; 4) organizational commitment (employee loyalty); 5) nature of work (meaningfulness). This study would serve as a reference for employers to take necessary proactive action to retain employees and ensure the efficiency and survival of the industry.

A Study of Employee Engagement in the Higher Education Institutions

Purpose: After liberalization of the Indian economy, the impact of privatisation, economic changes, and international markets put pressure on all functions of the organizations (Bhatnagar, 2007; Budhwar, et al, 2026) There is a requirement amongst the managers to build capacities, competencies, and capabilities. With the overall competition, retaining and attracting good talent has become a challenge. Employee engagement is key to the retention of talent in an organization. During the last decade, several studies related to talent management have been conducted, but mostly in developed countries and in a corporate context. Even within the employee engagement framework, very little has been done on teaching faculty and staff in colleges and universities. Methodology: There is a strong need to study employee/ faculty engagement in the education sector. The literature study on employee engagement shows very little study on faculty engagement and motivation. Faculty engagement and motivation are possible if organizations, i.e., colleges and institutes provide the teachers with a passion for work and an engaging ambience which their performances and give them a continuous satisfying work experience. Result/Analysis: The research titled, “A Study of Employee Engagement in the Higher Education Institutions”, is carried out as there is an immense need to study faculty engagement in the education sector. The previous studies on employee engagement have very little emphasis on faculty engagement and motivation. The study is a descriptive study and is based on primary data. Primary data from 72 teachers/ faculty members were collected from colleges and institutes of higher education across India. A structured questionnaire was adopted for collecting primary data through the questionnaire method and in few cases, wherever possible through the interview method, to collect in-depth information about the education system. Originality/Value: This paper discusses a very important observation of the research study, i.e., the reason for the change in the engagement pattern of faculty members/teachers in the HEI. What has been discussed and seen during the research interview is that the faculty has expressed the support of the senior management and academic leaders in their meaningful contribution. Paper Type: Empirical study.