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The topic of talent management has been debated more and the past two decades. In the modern age, collaborating with talent management is highly critical for organisations (Payambarpour and Hooi, 2015). Despite the growth of interest, there does not seem to be a good explanation of how talent management is to be managed or introduced by organisations.
1. Aim and Objectives of the Research
1.1 Research Aim
Mohammed (2015) has stated that the relationship of talent management with organisational performance is positive. This is no wonder that companies of the 21st century are committed to attracting, engaging and maintaining appropriate talents in their workplaces. The research aims to analyse and establish the important role of talent management in organisational performance.
1.2 Research Objectives
To identify the nature of the relationship between "talent management" and "organisational performance"
To understand how organisational leadership serves to attract, engage, manage and retain talent
To elaborate different talent management strategies to implement in organisations
To identify and mitigate the challenges in implementing talent management strategies
2. Research Rationale
Talent management is designed to maximise the ability of workers who can make big differences. This does not necessarily mean transferring talents in organisations upwards. The key challenge is to ensure that talent is located in the role that suits them the most. As per Payambarpour and Hooi (2015), talent management is considered essential to be incorporated into organisational cultures. The value of systematic and planned talent management activities such as the attraction and encouragement, development and retention of the most skilled and trained staff is recognised by organisations, particularly in the modern business setting.
Improved and enhancing organisational efficiency with its various dimensions, including financial performance, internal processing, customer satisfaction, learning and development, benefits from the successful use of this technique. The introduction of talent management strategies requires, however, an agreed degree of dedication to employees, which promotes employee adoption and reduces the challenges and difficulties faced by managers (Mohammad, 2015). Managers of human resources claim it is the most difficult challenge in the management of human capital to develop or sustain the potential of their organisations to compete for talent.
In this context of the important role of talent management in stimulating performance of an organisation, the organisations need to gather knowledge and implement proper strategies for managing diverse talent in the workforce, which is beneficial to both the business and the employees. However, various challenges emerge in the way of the implementation of these strategies in retaining the present workforce and prevent them from quitting. Also, the advancement in technology in the 21t century marks a significant indicator of human development (Seima, 2019). This is where this research study on talent management and organisational performance will help elevate the importance of both these concepts in business. It would find out the major challenges organisations face in the implementation of talent management strategies and how they can be mitigated.
3. Precedents and Sources
3.1 Independent Variable
The term of talent management is the independent variable in this research study. Many functions are played in an organisation by human resources. The Ministry is responsible for overseeing employee relations and talent acquisitions. Talent management is thus another job of HR. This is crucial to maintain the company ever closer to its objectives, according to Anwar et al. (2014). The talent management is an ongoing procedure, including attraction, retention and continuous encouragement of high-quality workers and the enhancement of their skills to enhance their performances. Talent management's primary aim is to build motivated workers who remain with the business in the long-term. The exact manner in which this is done would vary between the firms.
3.2 Dependent Variable
On the other hand, organisational performance is the dependent variable in the research to be conducted. The efficiency of the company refers to how a structured group of people performing a role successfully. Success for an organisation means an organisation's actual production or outcomes as calculated against its expected results, objectives and goals (Širca, Babnik and Breznik, 2013). Many areas of activity include strategic planners, general managers, finance managers, legal experts as well as entrepreneurs (owner of the business). If said otherwise, corporate success requires actual outcomes or outputs relative to outputs that are intended.
3.3 Relationship between Independent and Dependent Variable
There are no isolated relationships between organisational phenomena. Numerous variables are present in organisational studies which can determine, mediate or moderate connections between constructs. There is no exception in this regard to the relationship between talent management and organisational efficiency. However according to Ingram (2016), the essence of this relation is affected, decided or influenced by multiple contextual or contingent variables. The implementation of talent management, the form, building and link to corporate success seems to rely heavily on the environment in an organisation.
Although talent management is typically undertaken to help build a sustainable competitive advantage, it is directly associated to the ability to provide innovative and useful solutions (innovations) to different customer groups, creative environment support seems to take a crucial role in the relationship between these variables, which impacts innovative capacities. In a large field of literature, explorations have been made on the correlations between the independent and the dependent variable (Agarwal, 2018). Many pieces of research show that there was a significant connection of talent management with retention of employees. Contrarily, organisational performance alone was not a guiding force for retention of employees. Nevertheless, business success has had huge consequences on employee retention along with talent management activities.
Furthermore, the interactive impacts on organisational performance of employee involvement and talent management have been found to have important impacts. Researches indicate that workers rely on talent management to advise them on how to take advantage of opportunities to boost their performance levels. The management of talent is essential if workers are to grow and conserve their maximum capabilities, as per Saloni (2017). Actively involved managers inspire staff to focus on the plan and growth box and importance. These managers have certain frameworks to exchange lessons gained by teams that result in improved efficiency. We agree that corporate leadership positively enhances the influence of talent management as it increases employee trust and acts as a strong example for leading workers to a productive workplace.
4. Activities and Timescales
Week 1
Week 2
Week 3
Week 4
Week 5
Week 6
Week 7
Week 8
Choosing the research topic and making a research title
Writing Aims and objectives and rationale
Writing a literature review
Writing research methodology
Data collection & Data analysis
Communication of research results
Preparing for final submission
5. Research Methodologies
5.1 Research Philosophy
The philosophy of research discusses the source, existence and information creation. Among the different research philosophies, pragmatism has been chosen for this current research as it a deconstructive paradigm which endorses the utilisation of mixed methods of quantitative and qualitative approaches in research (Greenwood, 2007). Pragmatism also sidesteps the contentious issues of the truth and reality as well as concentrates rather than what works as the truth about the research questions covered by the investigation.
5.2 Research Approach and Design
An inductive approach of reasoning will be selected for the research to be conducted following the mixed methodology. A researcher initiates the collection of data related to the subject of interest in an inductive approach to study. When the research approaches are inductive, researchers start with a series of observations, progressing from those specific experiences to a more common collection of proposals about such experiences (Woo, O'Boyle and Spector, 2017).
On the other hand, the research design is a plan to answer your research question. As per Dulock (1993), design of research refers to the overall plan that the researcher decides to combine the various parts of their analysis systematically and logically to ensure that they solve the research problem effectively. This current research will follow the descriptive design of research where the researcher is interested primarily to describe the topic which is the research subject. This design is applicable for naturalistic observations, studies, surveys etc.
5.3 Sampling Strategy
The data sampling for qualitative research for this paper will focus on analysing three literary articles from scholars and experts in the area of talent management and organisational performance. Additionally, the quantitative research will consist of a survey of 30 employees of some reputed organisations regarding the implementation of talent management strategies in their companies. A structured interview will also be conducted among four managers of two different organisations in collecting primary data for quantitative analysis.
5.4 Data Collection and Analysis Method
As the research is going to follow the mixed methodology, both quantitative and qualitative analysis of data will be conducted to reach the outcome that meets the research objectives. The thematic analysis of the qualitative method will focus on evaluating the literary articles published by expert scholars in the concerned field, as opined by Gallagher (2009). On the other hand, the quantitative analysis will be performed on the primary data collected from the numerical data obtained from surveys and interviews. While the information from the qualitative analysis will provide a conceptualisation of the experts regarding the relation between the two variables, the information from the quantitative analysis will provide a deeper understanding of the viewpoint of people working in various organisations.
5.5 Ethical Consideration
Ethical considerations can be taken into account as one of the most important aspects of research. The research shall include respondents voluntarily. Participants' privacy and confidentiality are highly significant (Hammersley, 2015). It is a goal to preserve the highest degree of objectivity in conversations and analysis in the research. In the design of survey questions and interview questions, the use of an insulting, racist or other inappropriate languages must be avoided.
References
Agarwal, T., 2018. Effect of Talent Management Practices and Organisational Performance on Employee retention: Evidence from Indian IT Firms. Journal of Internet Banking and Commerce, 23(1), pp.1-16.
Anwar, A., Nisar, Q.A., Khan, N.Z.A. and Sana, A., 2014. Talent management: Strategic priority of organisations. International Journal of Innovation and Applied Studies, 9(3), p.1148.
Dulock, H.L., 1993. Research design: Descriptive research. Journal of Pediatric Oncology Nursing, 10(4), pp.154-157.
Gallagher, M., 2009. Data collection and analysis. Researching with children and young people: Research design, methods and analysis, pp.65-127.
Greenwood, D.J., 2007. Pragmatic action research. International Journal of Action Research, 3(1+ 2), pp.131-148.
Hammersley, M., 2015. On ethical principles for social research. International Journal of Social Research Methodology, 18(4), pp.433-449.
Ingram, T., 2016. Relationships between talent management and organisational performance: The role of climate for creativity. Entrepreneurial Business and Economics Review, 4(3), pp.195-205.
Mohammed, A., 2015. The impact of talent management on employee engagement, retention and value addition in achieving organisational performance. International Journal Of Core Engineering & Management (IJCEM), 1(12), pp.1-4.
Payambarpour, S.A. and Hooi, L.W., 2015. The impact of talent management and employee engagement on organisational performance. International Journal of Management Practice, 8(4), pp.311-336.
Saloni, D., 2017. Impact of Talent Management on Organisational Performance: Role of Employee Engagement. International Journal of Management Studies, 4(1), pp.17-27.
Seima, M. 2019. THE EFFECT OF TALENT MANAGEMENT ON ORGANISATIONAL PERFORMANCE IN THE 21 ST. 10.13140/RG.2.2.16423.50087.
Širca, N.T., Babnik, K. and Breznik, K., 2013. Towards organisational performance. Industrial Management & Data Systems.
Woo, S.E., O'Boyle, E.H. and Spector, P.E., 2017. Best practices in developing, conducting, and evaluating inductive research.
