Predictors and Intervening Variables of Talent Retention

Abstract

Retaining the best talent is one of the major factors towards achieving a high-income nation, and it is critical to organizational success. Organizations have introduced various strategies to enhance employee retention, and efforts should be targeted at valuable, contributing employees such as the high skilled workers. Failure to retain the best talent in organization implicated substantial losses to organization in terms of investment, assets, and destruct social and communication structures as well as affect other employees' morale and work behaviour. Thus, it is imperative to investigate the predictors of talent retention that serve as the engagement and motivational drivers for employee to retain in an organization. Our review of related literature found that potential predictors such as high performance work system, job embeddedness and work life balance have been associated with employee's inclination to remain in organization. Intervening factors such as intrinsic rewards and generational cohort are found to influence the relationships between the predictors and talent retention.

Gender Differences in Employee Attrition at the Durban University of Technology

“…It is hypothesized that remuneration and rewards have a significant influence on employee motivation, satisfaction and retention (Vroom, 1964;Ready et al 2008;Kusnin and Rasdi, 2014). Remuneration and non-monetary rewards are important factors to consider in the management of talent.…”

“…The Talent Attraction and Retention model posits that skilled individuals are attracted by competitive pay(Ready et al 2008); and compensation and benefits moderated by intrinsic rewards influence the retention of talent(Kusnin et al 2014). Various empirical studies confirmed that monetary and non-monetary remuneration strongly influence employees' job satisfaction and retention(Bussin and Van Rooy, 2014; Asamoah and Eugene, 2016;Banerjee …”