International Journal of Business and Management Future

Vol. 6, No. 1; 2021

ISSN 2575-7911 E-ISSN 2575-792X
Published by CRIBFB, USA

A CONCEPTUAL REVIEW OF THE TALENT MANAGEMENT

AND EMPLOYEE RETENTION IN BANKING INDUSTRY

Mohammad Helal Uddin Akanda

Faculty of Business and Accountancy
Universiti Selangor (UNISEL), Shah Alam, Malaysia
E-mail: [email protected]

Abul Bashar Bhuiyan

Faculty of Business and Accountancy
Universiti Selangor (UNISEL), Shah Alam, Malaysia

Mokana Muthu Kumarasamy

Faculty of Business and Accountancy
Universiti Selangor (UNISEL), Shah Alam, Malaysia

Gunasegaran Karuppannan
Faculty of Education and Social Science
Universiti Selangor (UNISEL), Shah Alam, Malaysia

ABSTRACT
The value of talent workers, talent management and talent retention has increased in the
increasing economic circumstances of the world. Talented and devoted employees are often an
integral part of every company. Smart, sophisticated, digitally literate, internationally astute and
operationally agile businessmen are considered talented individuals. Talent management means
that organisations have access to strategic planning with the best candidates with relevant
expertise placed in the right place. Therefore, the aim of this study is to develop a conceptual
model that explain the relationship between talent management and employee retention. The
study will be used to accumulate empirical literature by the name of talent management and
talent retention in different online database sources such as Google Scholars, Springer Link,
Wiley, Science Direct, JSTOR, Emerald full text, Scopus, and EBSCO HOST, etc. The review
findings of the study shown that any success or loss of a company mostly depends on the
activities and survival of talented employees. The study also found that the retention of
employees is one of the challenges that many public and private organisations face, has become
an even greater challenge facing human resources professionals because there is a luxury of
choice for talented candidates in the global job skills market. At the same time, there is a lack of
research emphasizing only on banking industry. The proposed conceptual model depicts the
significant effect of working environment and other dimensions of talent management and its
effect on employee retention in banking industry.

Keywords: Talent Management, Employee Retention, Banking Industry, Working Environment.

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INTRODUCTION
Human resource management literature was virtually non-existent until the last decade, and
while it has remained conceptually oriented, it is becoming increasingly empirically based. Jobs
have been undervalued in talent management literature, despite their centrality. Dries (2013)
emphasised the importance of developing new talent management techniques to capitalise on the
growing emphasis on the psychological response of employees to talent management. Despite its
rapid growth, the talent management literature continues to be fragmented and could greatly
benefit from theoretical scaffolding. This is a grave matter of concern (Alferaih et al., 2018;
Ashraf, 2020; Chinyio et al., 2018; Sun et al., 2019). The talent management debate continues.
Talent management is the process of managing employees differently based on their relative
ability to contribute to the organization's competitive advantage. The issue with this concept of
talent is that it introduces two new requirements: human resource infrastructure and talent
deployment across distinct roles and critical resources.
Talent management entails successfully placing the most qualified individuals in the
appropriate positions. The employees will reap the full benefits of the company's talent. It affects
businesses because many organisations consider talent management in order to ensure they hire
the best candidates. In this way, talent management can have a significant impact on staff
recruitment and retention (Ayodele et al., 2020; Tews et al., 2020; Watson et al., 2018). Since
approximately 2000, talent management has grown in popularity. This is management at a time
when entry into the Singapore labour market will be difficult. The subject of talent management
has gained traction in both literature and business. This has been asserted by a number of
individuals to be "much more critical than ever to organisational performance" and "one of the
most critical industry metrics." Talent management necessitates processes that safeguard talent
attraction, retention, and development. Talent recruitment is critical because it enables businesses
to hire the best employees. Recognizing and developing talent enables businesses to identify
employees who are capable of making meaningful impacts as executives in the near future. This
strategy places a premium on developing societies with a high level of leadership talent (Ayodele
et al., 2020; Tews et al., 2020; Watson et al., 2018).
Due to the enormous differential value provided by a skilled person, recent human
resource analysis has tended to focus on skill retention rather than overall workforce retention.
No organisation can fathom the dangers of losing a top star, even less to a competitor. At times,
even a single person will alter the organization's course (Arasanmi & Krishna, 2019). Mckinsey
and Company emphasise the value of skilled staff by stating that a top software developer will
write ten times the amount of available code than an average developer. Managing top talent has
become a hot topic of debate for academics and human resource professionals in recent years.
Managing skilled workers has been a herculean activity due to the combined pressures of
population, workforce, and business factors. In this context, human resource professionals and
experts argue for talent acquisition as a panacea for all talent-related challenges, and it has
evolved over the past decade into a valuable human resource initiative for talent retention. Talent
management, which encompasses the identification, growth, and cultivation of certain
individuals that add significant value to an organisation, gains attention due to its assertion of
lowering attrition of skilled workers, a serious concern for organisations (Buers et al., 2018;
DiPietro et al., 2019; Jha, 2019). Although professionals and experts extol the wonders of talent
management, the mechanism by which talent management results in increased employee
satisfaction seems to be uncharted territory.

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Few studies have examined the relationship between talent acquisition strategies and
improved talent retention rates. Like in all other recruitment tactic, talent management has little
clear impact on an employee's retention conduct (Chaudhuri et al., 2020). To understand the role
of talent management in employee engagement, it is critical to understand the mindset formed in
talented employees that can affect their behaviour. The word "employee retention" is used in the
article to refer to the retention of the organization's skilled or high potential employees on whom
talent acquisition programmes are based. Additionally, amid a wealth of empirical studies from a
variety of researchers, further research is needed to further explain the effects of talent
management on employee retention. As such, the aim of this analysis is to establish a testable
theory about the aspects of talent management and employee retention.

LITERATURE REVIEW
What is Talent Management (TM)?
Strategic talent management is concerned with the organisational management of employees
defined as talent and their contribution to the organisation, which is itself a component of a
broader strategy aimed at generating competitive advantage through human capital. Talent
management is conducted to maximise an organization's overall efficiency or to serve as a
competitive advantage. Concerned with the management of the firm's strategic human capital
resources, which are viewed as rare, valuable, and difficult to replicate from the firm's resource-
based view (RBV), this practise of strategic workforce differentiation is expected to add value to
the organisations that implement it, and doing so requires significant management effort and
expense (Chang & Busser, 2020; Dhanpat et al., 2019; DiPietro et al., 2019; Matongolo et al.,
2018; Mukherjee et al., 2019). The overarching principle of talent management is to maximise
the value of talent as a distinct resource for the benefit of the organisation. However, research on
talent resource management approaches, such as talent decision-making and talent value
development, has only recently begun. Given that only a small percentage of the workforce is
classified as high potential, skilled employees are a scarce resource that organisations view as
critical to their success. Organizations believe that investing in talent management can result in
increased levels of human capital.
Talent Management (TM) is a term that is widely used today, but gained popularity in
1997 when Mckinsey & Company coined the phrase 'War for talent' in reference to their research
on talent management and practises. Since then, there has been an explosion of literature in the
field of talent management, which continues to this day. While the increasing number of articles
and books on the subject may lead one to believe that 'talent management' is a well-defined area
of practise backed up by extensive research and a core set of principles, the majority of them lack
empirical support. Due to the lack of a consistent definition and distinct conceptual boundaries,
talent management is viewed as a complex and ever-evolving concept (Meyer & Smith, 2000;
Nuhu et al., 2016; Sablok et al., 2017; Sinclair-Maragh et al., 2017). Lewis and Heckman (2006)
identified three distinct strains of thought surrounding the concept of talent management,
including rebranding human resource management as talent management, focusing on the
development of talent pools, and focusing on talent generically regardless of organisational
boundaries or specific positions. Collings and Mellahi (2009) added a fourth stream that focuses
on identifying critical positions rather than on identifying talented individuals.
Many organisations have renamed their human resource management system due to the
novelty of the term talent management and its associated legitimacy. However, they fail to
distinguish talent management from traditional human resource management, resulting in

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criticisms akin to old wine in a new bottle. Human resource management is a wide umbrella of
numerous employee related practices, but talent management is a focused strategy which aims at
high potential employees or talented employees (Ewerlin & Süß, 2016; Su et al., 2020; Tian et
al., 2020). It is important to understand the two main approaches to talent management when
describing talent management: exclusive and inclusive approaches. The exclusive strategy is
based on the principle of 'workforce distinction,' which views talent as an elite segment of the
organization's employees that can make a difference in terms of organisational success. The
egalitarian approach is often motivated by 'humanistic' considerations and implies that all
organisational capital should be distributed equally among employees, since everybody in the
organisation possesses potential 'talent.' These approaches to talent management evolved from a
subject-matter perspective on talent. While an egalitarian approach can be enticing, the exclusive
approach is the most common in human resource practise and is commonly supported in the
literature. In this article, talent management is defined exclusively by Blass (2007), who
describes it as the additional management mechanisms and resources made available to
individuals in an organisation who are deemed to be 'talented.'

Employee retention
Employee retention has been a primary concern for many businesses in the modern era.
Although recruiting capable individuals will still be critical, employee engagement is the most
critical characteristic of a good human resources professional. (Steil et al., 2020) classified job
productivity benefits as intrinsic and extrinsic. They note that intrinsic incentives are non-
material in nature, such as career advancement for employees, while extrinsic rewards are
material in nature, such as bonuses or other cash compensation. Extrinsic rewards, the researcher
observed, are critical for retaining talent in a winning environment. However, (Chaudhuri et al.,
2020) suggest that extrinsic benefits are more effective at motivating employees because they
foster loyalty and reciprocity.

Dimensions of Employee Retention

According to Hadi and Ahmed (2018), their research emphasised the importance of creating a
diverse work atmosphere within leading and competing organisations in order to ensure the
organization's success and achieve a competitive edge over other organisations. It is critical,
thus, to hire and retain the best and most experienced employees whose work is critical (Hadi &
Ahmed, 2018). In another report, Das and Baruah (2013) concluded that so many factors impair
employee retention and are unaffected by a single cause. Management must consider factors such
as salaries and benefits, workplace stability, recruitment and promotion, supervisor support
culture, work environment, and organisational justice, among others. Employee happiness and
retention are the primary determinants of an organization's success, according to (Chang &
Busser, 2020; Marinakou & Giousmpasoglou, 2019; Pandita & Ray, 2018). The retention factor
can be classified into three different categories: social, psychological, and physical. Employees
also choose versatile job positions that enable them to apply their experience and see the results
of their efforts, which aids in the preservation of scarce capital. Job characteristics comprise the
behavioural portion of retention. The social factor refers to the relationships that employees have
with other people, both internal and external. The physical dimension is comprised of working
conditions and compensation. Walker (2001) identified seven factors that contribute to employee
satisfaction: I recognise and reward performance by (ii) challenging jobs, (iii) opportunities for
advancement and learning, (iv) an inviting organisational culture, (v) supportive interactions

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with colleagues, (vi) a balanced balance between professional and personal life, and (vii)
effective contact. Taken together, these reflect a compilation of workplace standards and
practises that may be interpreted as inviting employee engagement. Three variables were used to
categorise the retention factors: power, accomplishment, and association. Superiority and social
impact are indicators of power. It denotes achievement when personal success exceeds
predetermined standards, while association refers to the formation and strengthening of social
relationships. Gireesh (2014) defined the following five dimensions of employee retention in
another study:

Job Support and Recognition

This axis is composed of eight variables. The factors are as follows: manager praise for
productive work, recognition and appreciation of success, effective counselling and mentoring,
regular and demanding work performance assessments, participation in decision-making, boss
approval, and care for employees' personal and professional needs. The reasons mentioned above
are the most important in Kerala when it comes to increasing internal encouragement for workers
in the BPO industry (Jha, 2019). Numerous experiments have corroborated this finding.

Compensation and Career Growth

This aspect is comprised of six variables: management's sincere interest in employee ideas to
improve service quality, payment through job, success, the feasibility of the existing granting
scheme, trust in achieving career objectives, the company's position in cultivating career
development, and the employee's desire to proceed and extend with the organisation. Numerous
previous experiments have corroborated this finding.

Organizational Culture
This axis is composed of four variables. The factors are: position-related autonomy, the
prevalence of a positive social environment, departmental unity, and acceptance of constructive
employee feedback about their sense of respect in the workplace. Numerous reports corroborate
this conclusion.

Work-compatibility
This axis is composed of two variables. The factors are the job's ability to foster a sense of
accomplishment and self-esteem, and the organization's commitment to maintaining workers'
work-life balance. Numerous previous experiments have corroborated this finding.

Autonomy and Independence

This axis is composed of two variables. The following factors are taken into account: the
existence of the required freedom to perform the work and the pleasure associated with
performing the job. According to Miklós Pakurár et al., banks must meet their customers' needs
in order to achieve sustainable development (2019). The SERVQUAL model was revised for this
study, which can be used to measure customer loyalty and the impact of service quality
dimensions. In Jordanian banks, these dimensions were as follows: tangible, responsiveness,
empathy, assurance, performance, access, financial aspect, and employee customer satisfaction
skills.

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Talent Management on Employee Retention

Attracting and retaining expertise for a sustainable period of time is a significant obstacle facing
Iranian public and private corporations in all industries today. Improved workforce recruiting
and retention are among the results of a well-executed talent acquisition approach. Retention of
knowledge staff may provide an organisation with a strategic edge (Sigler, 1999). One of the
most significant advantages of talent acquisition is the impact on recruiting and retaining
valuable staff. According to Lalitha (2012), the most significant problem facing human resource
professionals in the global economy is employee retention. The author recommended some
successful engagement techniques and procedures, including employer branding, modifying
recruiting processes, talent acquisition, and termination interviews. et al. et al. (2008) examined
the impact of talent management on employee recruiting, retention, and involvement in
hospitality organisations in their research "A strategy for optimising employee recruitment,
retention, and engagement within hospitality organisations." According to the report, the
advantages of a successful talent acquisition approach include increased employee recruiting and
retention rates, as well as increased employee participation. These results have been linked to an
increase in operating and financial efficiency. et Plansoongnern al. (2011) examined workforce
recruitment practises and employee motivation in three of Thailand's largest cement firms. The
study discovered that robust talent management planning, management support, organisational
unity, work-life balance, and other environmental and organisational factors all play a role in
retaining talent staff. Tiwari et al. (2013) examined talent management strategies and practises,
as well as their impact on employee retention and the effectiveness of their implementation. The
study discovered that while employee age is unrelated to satisfaction, employee experience does
have an effect on employee satisfaction with talent management activities. Walsh and Taylor
(2007) disclosed in their article "Developing in-house jobs and maintaining management
expertise" that while pay and work-life balance are critical, management retention is impacted by
the lack of opportunities for technical and organisational growth and development. Ross (2005)
demonstrated that the retention battle begins during the selection process, with organisations
seeking workers whose skills and desires align with the organization's short- and long-term
goals. Altrnaz et al. (2013) examined the influence of talent management on organisational
confidence in Ankara hotels and discovered that positively influencing mid-level and senior hotel
executives' views of talent management has a positive effect on organisational trust. The study is
being conducted to better understand organisations' talent management strategies and their
impact on employee retention through the mediating effect of organisational confidence. The aim
of this survey is to determine if talent management practises have an impact on employee trust
and the organization's labour retention rate.

RESEARCH METHOD
This current thesis summarised prior research on employee performance and retention in order to
summarise it and create a distinct phenomenon. This thesis serves as a reference, as looking for
and selecting pertinent literature was the initial stage. The foregoing is a summary of the
literature collection procedure, including (a) the source of the publications, (b) the time period
covered by the research, (c) who conducted the search, (d) how the literature was collected, (e)
the final number of articles chosen, and (f) the rationale for the papers selected.
The current thesis gathered evidence for the study by consulting 30 academic papers. The
researcher attempted to extract as many papers as possible that were important. The study was
performed in December 2016 and included the aforementioned areas. To gain a thorough

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understanding of the topic, this thesis incorporates peer-reviewed academic papers written in
English. The analysis of literature method used in this thesis is an appropriate method for
identifying and synthesising the existing body of literature on a particular phenomenon.

RESULTS AND DISCUSSIONS

Thirty research papers were reviewed in total. Table 1 summarises the literature in chronological
order. The overview includes the author's name, the article's purpose/objectives, sample data
facts, and main findings/conclusions.

Author Objectives Method Variables Key findings

(Yogalakshmi & In the current Three hundred Calling the thesis provided a
Supriya, 2020) report, a and two of our orientation six- or six-factor,
measure to staff agreed to Critical insight rather than a one-
classify the take part in the Continuous dimensional,
employee was assessment, learning framework for the
developed and and completed Collaboration concepts 66.8% of
validated. This the 22-item Cohesiveness observed variation
is a long- questionnaire. Challenge was explained by
standing void drive these variables. the
that scholars in existence of all six
this area have dimensions, which
established. are all of
importance in
creating and
maintaining good
processes: they are
defined as: variety
of ideas, logical
thinking, teamwork,
cohesion, and
motivation.
(Gupta, 2019) The aim of this The results of Talent the results obtained
study is to the Management from the Pearson
decide whether questionnaires Practice, correlations showed
perceptions of (n 825 were a significant
organisational sent via e-mail Perceived association between
support (ORG) to the Organizational the TMP and the
are connected to participants, Support PCA to be positive.
Generation Y who had a It was discovered
employees' response rate Perceived that perceived boss
intent to leave of 322 supervisor assistance was
their participants support shown to be
employment. who unrelated to TMP in
responded out Intention to that a leave attempt
of 322 (39% leave to remain was seen
of them). 284 regardless of

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questionnaires whether or not it

remained after was considered
deleting the 8 necessary. These
questionnaires findings reinforce
that could be the assumption that
used for having a good boss
further study. impacts workers'
Participants appraisal of the
were assumed organization's
to be able to behaviour.
read, write and
speak English.
(Marinakou & This paper semi- Work According to that
Giousmpasoglou, defines the issue structured environment; view, talent is
2019) of staff interviews described as those
acquisition in were Supervisor who “go beyond
the luxury hotel conducted support and beyond the call
industry and with 27 of duty". lobbies in
puts an managers in Carrier luxurious hotels
emphasis on four countries development. provide a caring,
approaches to using a family-oriented and
retain staff. qualitative welcoming
approach, atmosphere, skill
followed by retention initiatives,
meetings with employee benefits,
decision growth and
makers in four development, and
of luxury preparation. In a
hotels focus on employee,
as well as company-
wide (or
organisational)
talent, it is
suggested that the
company employ an
exclusive (or
inclusory) approach
(Ashraf, 2019) This paper seeks To achieve Working Additionally, the
to look at the these goals, condition, findings show the
link between 512 data were Muslow Hierarchy
working gathered Faculty of inspiration at
conditions and through retention work again and
faculty attrition random reinforce its validity
in the private sample survey Quality in private
sector, as well of faculty education universities. When
as quality issues members from more and more

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in Bangladesh's the country's empirical analyses

universities. private of the
universities. characteristics of
Structural teachers and how
modelling was they influence their
used to performance are
explore the conducted, the
correlations hypothesis is
among the refined and
variables. validated, assisting
the administration
in management
strategies for human
resource activities.
(Rombaut & In order to To gain an Recognition The impact of
Guerry, 2020) ensure company understanding retention tactics on
stability, the of various Compensation employee turnover
primary retention is researched with
objective of techniques, Training and evidence. Overall,
employee several studies development retention tactics
engagement is are examined. have good results
to keep talented Finally, the Flexibility but incentives and
individuals from paper versatility do not.
departing. The describes how Effective For personalised
concern that to develop an selection learning, however,
emerges in this uplift model however, it is
context is, for assessing Empowerment expected that the
Which retention the various individual response
tactics really approaches to Job security can be calculated.
impact evaluating HR Because of this,
workforce data. A workers with the
turnover and random forest most potential
with the types of algorithm treatment effects
workers do they employs the will be profiled.
work? random
sampling
model; in
contrast,
personal care
is based on
machine
learning.
(Gandy et al., The aim of this For all Age, There was variance
2018) paper is to incoming Gender, in age, gender, as
investigate the employees and Type of well as types of
advantages of existing contract contract, for

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detail staff workers, there research

research in was an professionals, and
Higher analysis of the this resulted in
Education's difference in extensive turnover
dynamic change the numbers (influenced by the
environment. that stayed and use of fixed-term
left. Overall contracts). Older
shapes and workers can leave a
oddities were firm for more
brought to the established firms if
fore on the offered, though, so
Nomograph of it is possible that
Inverted. they will remain if
Other traits there are longer-
tested for were term prospects for
age, ethnicity, job growth and
tenure, and advancement.
employment useable mechanisms
status. are used to discover
and maintain good
talent,
accommodate life-
span requirements,
and answer
emerging problems
such as gender
inequity
(Maurya & The aim of this The results are Talent According to the
Agarwal, 2018) paper is to study being management findings,
how talent presented mindset, organisational
acquisition using Work life management is
strategies affect quantitative balance, highly and
perceptions. design; a Remunerations, significantly related
questionnaire to perceptions of
was used to Attract and branding.
determine recruit talent Regression found
employer that among the eight
talent Identifies talent dimensions of
acquisition from employee
and brand employees. engagement, the
architecture. factors that can be
More than 100 predicted by
executives organisations are
from different compensation which
iron and coal work-life balance,
mines in the and manages talent

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data are well is motivating

obtained from employees.
located in the
Indian
subcontinent.
At the end of
this, 197
answers were
available for
review.
Multiple
regression
analysis was
employed to
assess the
hypothesis that
hypoxia was
caused by
anoxia.
(Al-Weshah, The aim of this Quantitative Employees The conclusion of
2019) research is to analysis is empowerment, this analysis is that
better used to gather employees there is a notable
understand the data. per day motivation, influence of IM.
significance of 200 surveys information Work commitment,
IM activities on are provided sharing and though, has the
employee to those who work greatest influence
productivity in are assigned in environment. on employee
Jordanian Jordanian motivation.
hospitals. in this hospitals to do
analysis, four their own self-
variables are administered.
studied: an answer rate
workers' ability of 81 percent.
to become more
empowered,
company
engagement, job
climate,
information-
sharing, and
company
processes.
(Tafti et al., This paper is To do this, a structural As a result of the
2017) intended to certain kind of success factors, study, we had
show the discovery environmental developed
complications of method has success factors frameworks for

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talent been applied, a and finally identifying both

acquisition as holistic managerial threats and
well as well as approach has success factors opportunities, and
the possible been used. The problems in
solutions in the study was management, four
automotive conducted on divisions emerged:
industries in 15 structural,
Iran. management environmental,
personnel in behavioural, and
automotive finally, managerial.
industries. We Additionally, there
ran the data were organised into
analysis using three major
the coding categories that were
process, and structural,
then extracted environmental, and
the minor and managerial growth
main contexts drivers in talent
for management.
development
of the
framework.
(Alferaih et al., the aim of this Employees at Talent Help for the nine
2018) paper is to a high-level retention hypotheses to
examine the positions in 5- Turnover, evaluate the
critical success star hotels relationships was
factors from all over Turnover included in all of
discussed in the the Saudi intention, the theories made
talent Arabia took 5 up of the seven
management cities Extrinsic constructs. 68% of
literature and responded to a reward Talent variation in talent
any other ones detailed turnover can be
that could be survey with Talent explained by the
affecting the correct engagement modelling
employees' return rate of Organisational technique.
decision to leave more than 600 Organisational
correct commitment,
answers.
Job satisfaction

Role conflict
(Mukherjee et In addition to The self- job security, People employed in
al., 2019) the requirements administered autonomy, the Indian public
of researchers, questionnaire work-life sector can retain
the project has used the balance, their talents if they
its sights set on Multistage culture and are able to be fairly

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seeking sampling climate, career compensated, have

consistencies approach to growth, an opportunity for
and distinctions capture leadership style promotion, have
between groups information and support, personal dignity,
of PSU workers from 472 of training and and enjoy working
based on their organisations, development conditions that
key with Simple and reward, encourage
contributions. sampling recognition and ingenuity. There is a
methods from pay. notable correlation
among the between age and job
remainder. security, but there is
Findings from also an important
logistic distinction between
regression, the two. Job
MANOVA, security and relative
and post- employability are
hocclusion in identical for key
SPS20 personnel. These
revealed results have shown
differences. that common
retention
approaches are
much more
successful than
coming up with a
new strategy to keep
workers.
(Jha, 2019) The aim of this To analyse psychological This research
paper is to those who safety (PS) showed a combative
investigate the participated in and domineering
connection the report, it Employee leadership dynamic
between was necessary retention (ER) in the interaction
empowerment to examine between PS and PE.
(which I define their roles in Psychological One finding was
as the positive the industry. A empowerment that the mediation
force that gives larger (PE), impact ofPS and ER
employees self- sampling size partnership was
motivation and was studied to Abusive important. The more
satisfaction) and an even leadership powerful a
job security greater extent, leadership style
(EPER). to 337. was, the worse the
Routine partnership is.
surveys were
done.
Involuntary
mediation

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sought to
determine the
effect of
bullying on
productivity.
(Steil et al., It seeks to This is a perceived The people who
2020) determine the thorough learning viewed a company
connection examination of opportunities, as offering training
between a 440 members for the future had a
workforce's of a behavioral significant
willingness to technology- intentions to correlation with
retain or leave focused voluntarily stay desire to remain,
technological enterprise. or leave and those who
employers based perceived it as a
on the amount burden had a
of learning significant
opportunities correlation to leave.
and intentions to It was discovered
remain in them. that there was no
correlation between
prospects for
learning and
retention. For this
reason, the link
between the
technician's belief in
his/her prospects for
improvement and
continued
employment of the
job is also near zero.
(Wikström et al., The crux of this Senior knowledge Information
2018) research lies in employees of capture, retention is difficult
capturing, a Swedish knowledge to define because
codifying, and corporation codification some knowledge is
then conducted this and subconscious
internalising investigation internalising of because everyone
information – centred on the knowledge has their own idea
that is, finding region. of what's important
new ways to get and an assignment
older workers to scenario demands
integrate the input, and working
know-how into with others gives
their rise to knowledge
organisations. transfer.
This paper is

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https://www.cribfb.com/journal/index.php/ijbmf International Journal of Business and Management Future Vol. 6, No. 1; 2021

intended to add
to the awareness
of the
challenges
associated with
retaining
expertise and
apply it to
organisational
methods.
(Chaudhuri et al., The objective of The current Work Life It has been found
2020) this research is thesis includes Balance that new research in
to find out how Deery (2008) policies Indian organisations
much these as the basis for appears to be in full
WLB policies an Employee swing since 2013. A
and programmes examination of retention positivist paradigm
can help India's is the kind of
organisations analytical paradigm used in
accomplish their literature on the majority of this
goals WLB and type of research.
employee Information
retention over technology (IT) and
the last business process
decade. outsourcing (BPO)
industries also
benefitted greatly
from work-life
balance
programmes, but
banks have given
them their
employees even
more generous
support.
(Dhanpat et al., The purpose of The thesis Employee It was proven that
2019) this study is to employs a retention; there is a correlation
explore how cross-sectional between career
retention factors approach, Training and tenure and retention
affect the job adheres to a development; variables. And
security of positivist further, the research
public health approach, and Compensation found that
nurses in South relies on and benefits; preparation and
Africa. quantitative advancement are the
analysis. We Supervisor most important for
first started by support; the retention of jobs
using pre- in nursing.

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https://www.cribfb.com/journal/index.php/ijbmf International Journal of Business and Management Future Vol. 6, No. 1; 2021

existing Work-life
questionnaires balance;
as a way to
gather data. To Work
pick a environment;
convenience
sample, non- Job content
probability
sampling was Career
used. 202 advancement
questionnaires
were
circulated and
answers were
obtained from
three
Johannesburg
hospitals. The
questionnaire's
psychometric
properties
were tested by
virtue of their
precision and
the survey
takers'
agreement.
combining
descriptive
and inferential
statistics is
used to
examine data
(Agus & The aim of this Survey was quality of work Job context was the
Selvaraj, 2020) study is to conducted on life (QWL), most important in
explore the a cross- influencing the
connection sectional basis employee respondents'
between job in this commitment decision to stay,
quality, the research. The accompanied by the
desire to remain most the intention to work environment,
in the private important data stay the work place, and
healthcare for this study personal context.
industry, and was gathered This study further
hospital by using self- suggests that QL
employment administered has a major impact
among questionnaires on decision to

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https://www.cribfb.com/journal/index.php/ijbmf International Journal of Business and Management Future Vol. 6, No. 1; 2021

Malaysian with the remain It follows,

nurses. nurses from because if workers
Selang and are content, the
Kuala employees' loyalty
Lumpur, will be greater, and
Malaysia, their desire to
Malaysia's remain in the
four state- company will be
owned that much greater.
hospitals as
respondents.
Around three
hundred
questionnaires
were issued,
and 202 of
them were
returned. The
results were
simple
correlations,
the
confirmatory
factor
analysis, and
the association
(SEM).
(Tews et al., The objective of Regression Fun in the Community level
2020) this analysis is analysis was workplace (fun encouragement for
to examine the used on a activities, fun and friendly
impact of "fun survey of 902 manager activities proved
games," workers from support for fun positive in regard to
"entertainment," Belgium, and co-worker employee turnover,
and "training" Germany, the socializing) but no fun activities
on employee Netherlands, had a significant
turnover in and the Training impact on co-
Europe. Netherlands climate worker social
for an (organizational interaction. with
assessment of support, respect to
the impacts of manager organisational
fun and support and job preparation,
training support) however, this was
environment linked to person-
on employee antecedents of level work
turnover for turnover engagement, but not
Belgium, encouragement and

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https://www.cribfb.com/journal/index.php/ijbmf International Journal of Business and Management Future Vol. 6, No. 1; 2021

Germany. commitment
Information
about the
amount of fun
and training
was collected
through
surveys, which
were
combined with
organisational
records on
productivity
data.
(Matongolo et The primary From 218 Employer The study found
al., 2018) objective of this respondents, branding; that two out of three
paper is to data were of the four
investigate collected for Reward important
empirically the two public strategy; dimensions for
interplay universities. employer branding;
between To identify People incentive policy,
incentive policy, influences on orientedness; people orientation,
people the variables, and leadership were
orientation, and both a unchanged.
employee confirmatory Leadership
retention in factor analysis development;
university and (CFA) and a
corporate structural talent retention
settings in equation According
Uganda. modelling
(SEM) were
employed.
(Watson et al., The main This is a well- Personal PLS-SEM enabled
2018) purpose of this tested, large- motivation; us to identify
research is to scale analysis employees' flow and
recognise and to that measures Commitment; also established the
study the the personal relationship
influence of inspiration, between the degree
personal flow, and Group of flow and the
inspiration and loyalty of the differences: employee's drive,
loyalty on each hotel and length of and thus a direct
other. restaurant service, age correlation between
workers in the and gender; drive and
UK. PLS- engagement. Multi-
SEM is group research
commonly discovered that

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https://www.cribfb.com/journal/index.php/ijbmf International Journal of Business and Management Future Vol. 6, No. 1; 2021

used for longevity, personal

qualitative or ambition, and
quantitative striving for flow
analyses. were more
important for older
workers who got
involved in
hospitality in their
youth for those who
had never worked in
the industry before,
compared to
employees who had
been in the industry
for fewer than five
years and those who
never got involved
in hospitality. There
are no major gaps in
the salaries of male
and female workers.
(Chang & They want to It was psychological analytic findings
Busser, 2020) explore the experimentally contract confirmed the vital
retention issues derived by fulfillment relationship
in the industry conducting a (PCF); between working
by doing this series of background and
report. Based on structural perceived occupational well-
social equation organizational being Since the
engagement, the simulation support (POS); PCF/POS expected,
research looks at tests on 300 employee
a hotel workers thriving, career participation and
Social/Structural from the satisfaction; success had a
Contracting United States. detrimental impact
model (SCF), Data were Career turnover on job aspirations,
perceived acquired intention overall satisfaction
organisational through an with the PCF/POS,
assistance online survey and pursuit of other
(POS), and job on Qualtrics' plans had the same
fulfilment. relationship.
(DiPietro et al., It is a quest to With data Employee Researches have
2019) investigate gathered with turnover and shown that people
independent fine McCrack's retention; have a high degree
dining (1988) lengthy of self-esteem while
establishments interview working in the
to see how they methodology, Quality of kitchens, and the
use more talent we aim to work life atmosphere

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https://www.cribfb.com/journal/index.php/ijbmf International Journal of Business and Management Future Vol. 6, No. 1; 2021

acquisition determine how motivates others to

strategies to and why staff do the best they can.
retain and The independent
employees. This independent family-owned
study concurs restaurant company supports
with previously managers have workers to do well
mentioned common while offering well-
factors, most values. In this being to the family
notably TMA experiment, as a whole. A job
and surf fourteen face- brings out the best
experiences, to-to-face of people, which
which have an interviews at therefore permits
effect on two FDRs are them to do those
employee combined to things that they are
engagement. notify the passionate about.
findings This The results of the
research study show that an
employed an understanding of
inductive, common values
empirical between workers
methodology. and management
results in a more
lasting workforce.
(Chinyio et al., The aim of this The Positivist allowances and It was seen that
2018) research is to approach led gratuity, Jigawa public
find out how the study servants were
these four where a attracted to the inspired by
factors of questionnaire job by salary, allowances and
reward and pay was created, bonus payments,
contribute to validated, and pension and choose their careers
public sector used to select gratuity because of them,
construction 265 members and did not leave
sector workers' of the general remained in due to the benefits
attraction, job population their jobs of wage, pension
satisfaction, and from among and retirement. It
retention in the strata was found to have a
Jigawa, Nigeria. randomly large effect on all
selected the following four
persons. The variables: thanks to
completion which greatly
rate was 98 improved
percent. everyone's attitudes
structural
equation
modelling was
used to

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https://www.cribfb.com/journal/index.php/ijbmf International Journal of Business and Management Future Vol. 6, No. 1; 2021

provide a
deeper
understanding
of the results
(Ayodele et al., In this research, According to Age; The results proved
2020) researchers are the Lagos management that the men placed
investigating State, Nigeria level; a greater value on
both the social estate professional their employment,
dynamics of real surveyors, qualification; but women put their
estate appraisers who had careers first.
as well as well responded to a Employee Besides, there was a
as total of 333 retention; substantial
organisational closed-ended relationship
and individual questionnaires, Career between gender and
factors on their 40.4% were commitment; organisational
roles. appropriate for engagement overall
study, 333 of Organisational This finding shows
them had a commitment; that while
hardcopy demographic
document variables such as
component age, management
and 124 rank, and year of
(37.2% of the establishment have
total) had a a strong correlation
computer- with job dedication,
generated academic factors
answer. The don't occupation,
frequencies, and marital status
percentage of do not.
positive
results, one-
test result, and
ANOVA were
used to
analyse the
data.
(Sun et al., 2019) The purpose of Job Social mission; For the sake of the
this paper is to hypotheses sake of social good,
examine the role were drawn Shared vision; meaning, the social
of meaning of upon, leading mission was largely
work as a to an Meaning of driven by common
linking integrated work; meaning. There was
mechanism research also a greater
between the model being positive correlation
perception of created the between social
work context survey was mission and sense in

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https://www.cribfb.com/journal/index.php/ijbmf International Journal of Business and Management Future Vol. 6, No. 1; 2021

and turnover administered work when meaning

intention within to participants of work was
the rarely who worked accompanied by a
studied context full-time at group vision that the
of social 114 social writers discovered.
enterprises. enterprises in
Korea for at
all. Statistical
and statistical-
mechanical
methods were
employed to
derive the
hypotheses
using a
procedure
known as
controlled
regression.
(Ströbel et al., The aim of this Qualitative Integration of Qualitative team
2018) paper is to and athletes’ sports research
determine the quantitative families; proved to identify
influence of analysis, three significant
team resources including Organizational non-monetary
on professional criteria for a support, factors: second job
athletes' European sponsorship,
intentions. sports team, is Non-monetary alignment of
used in the incentives, families, and
research. It imaginative
starts with Professional problem solving.
qualitative team sports This separate
research, research quantifies
looking at how much ice
various hockey, basketball,
support and handball
mechanisms in players do as a
a competitive result of incentives.
sport and Turnover purpose is
differentiating hurt by all three of
financial these motivators to
compensation an equal degree, but
from it. IOF has a greater
Second, an impact on younger
analysis of athletes.
individual and
corporate

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rewards is
done on a
particular
sample
collection of
athletes using
a quantitative
means of
inquiry. And
finally, a
moderation
study gauges
the possibility
of negative
side effects
caused by age.
(Sumbal et al., The thesis aims A battery Layoffs; The results indicate
2020) to investigate processing that career loss,
information loss case study was Job change; globalisation,
in a business performed on retirement, and
field that is a multinational Retirement; layoffs are all
dependent on corporation independently
three variables: from Hong Immigration; associated with
the risk of loss, Kong. Semi- knowledge lack of
importance of structured Knowledge of knowledge. the
its loss, and an interviews relationships critical areas of
assessment of have been and networks information loss are
how each completed and the customer and
knowledge studied by supplier
factor is in CAQDAS relationships and
relation to the ATLAS. processes,
overall particularly as well
objectives of the as the technical
business. Because you'll get
to use these areas of
expertise in future
ventures, it's
important to ensure
that they are
relevant and up to
date with company
strategy.
(Alferaih et al., The primary aim Employees at Talent Help for the nine
2018) of this paper is a high-level retention hypotheses to
to explain the position in 5- Turnover; evaluate the
position star hotels relationships was

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conflict-based from all over Turnover included in all of

literature, whilst the Saudi intention the theories made
it is also looking Arabia took 5 Extrinsic; up of the seven
at the various cities constructs. 68% of
other variables responded to a Extrinsic variation in talent
that contribute detailed reward Talent; turnover can be
to the indirect survey with explained by the
effect of work the correct Talent modelling
satisfaction on return rate of engagement; technique.
turnover intent. more than 600
correct Organisational
answers. commitment;

Job
satisfaction;

Role conflict

IMPLICATIONS
Theoretically, there is a dearth of evidence demonstrating how talent acquisition techniques aid
in attracting high-potential workers. Despite the fact that talent management has a direct effect
on attrition intentions, this article addresses the impact of talent management strategies on
embedding high potential staff and resulting in lower turnover rates, which can serve as a
research agenda for prospective talent management studies. An observational research that
considers differences in talent management strategies and work embeddedness, as well as their
impact on result variables such as attrition intentions, will provide further insight into the model,
indicating the direction and intensity of these partnerships.
On a more specific level, this article urges human resource professionals to consider the
importance of career embeddedness in the relationship between talent management and
employee engagement, rather than relying only on talent retention activities. Additionally, the
numerous propositions equip HR practitioners with insights on how to maximise employee
engagement through talent management by focusing on different interventions that improve the
connection, match, and sacrifice aspects of embeddedness, thus increasing employee retention
rates.
CONCLUSIONS
This report outlined the various researchers' creative approaches to retaining employees in
organisations. Any organization's primary concern is its ability to recruit, involve, and maintain
the best employees. The organisation should implement a variety of techniques to improve
workforce satisfaction, including the following: pay policies, job protection, leadership and
supervision, career preparation and growth, alternate work schedules, working environments,
flexible work hours, cultivating an engaged society, work-life balance, and improving labour
welfare. The enterprises concentrated on intrinsic and extrinsic motivating factors that can help
companies improve retention and reduce their high workforce vacancy rates. With the increasing
need for companies to keep its best workers in the face of competition, the evaluation study's
results indicate that such factors play a significant role in shaping employees' decisions to leave
or stay with an organisation. Training and development, recognition/reward for superior success,

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a fair pay plan, and career protection are all examples of those variables. Only a systematic mix
of intrinsic and extrinsic motivating factors has the potential to increase productivity and
decrease the high rate of workforce attrition in our different organisations.

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