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

Journal of Information and Computational Science

Volume 10 Issue 9 - 2020

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iii. Studies relating to talent management and talent engagement

iv. Studies relating to talent management and talent retention


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.


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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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


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


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


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



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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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Talent Management Practices: A Review based Study

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