Talent Retention and Organizational Performance: A Competitive Positioning in Nigerian Banking Sector

Ibidunni, Samson; Osibanjo, Omotayo Adewale; Adeniji, Anthonia; Salau, Odunayo Paul; Falola, Hezekiah Olubusayo

doi:10.3311/ppso.7958

Cited by 62 publications

(58 citation statements)

References 29 publications

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“…These need of employee can be satisfied by organization through good pay & compensation (Jiang, Xiao, Qi, & Xiao, 2009). Through providing opportunities for employees to develop to their fullest potential by improving their skills (Ibidunni, Osibanjo, Adeniji, Salau, & Falola, 2016;Taormina & Gao, 2013). However, these supplementary assistances by organization can inspire worker to seize new opportunities to enhance their performance (Jerome, 2013).…”

Section: Maslow's Hierarchy Of Needs Theorymentioning

confidence: 99%

“…Organizations must considerate and develop a competitive way to meet the needs of employee for attraction and retention of talent (Haque, Haque, & Islam, 2014). Moreover, failure to satisfy the needs of employees would lead towards increased frustration and intention to withdrawal; lesser performance, job satisfaction among employee (Ibidunni et al, 2016). Through utilizing the current resources of an organization with appropriate practices to satisfy the prism of elementary needs of human can upsurge the performance of individuals.…”

Section: Maslow's Hierarchy Of Needs Theorymentioning

confidence: 99%

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Impact of Talent Management Practices on Employee Performance

Bibi

2018

SJOM

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Purpose- The purpose of this study was to determine the effect of talent management practices on employee performance among employees working in healthcare organizations of Pakistan. Design/Methodology- This study employed a cross-sectional design and quantitative approach. To select the sample from the population convenience sampling was utilized. The sample of the study was comprised of 364 employees working in healthcare organizations to determine the performance of employee because of talent management practices. Questionnaire was used for collection of data. Findings- The outcomes of the study revealed a significantly positive effect of talent management practices i.e. recruitment and selection for talent attraction, coaching and mentoring for learning and development of talent, compensation for retention of talent on employee performance. Practical Implications- The results of study might help human resource management department of health care organizations through executing practices to manage talented employees can help them to motivate employee to perform effectually to meet the organizational objectives. Health care organizations should develop strategies and practices to manage the talent to be able to embrace changes through attracting, developing and retaining the talented employees to tackle the current and future needs of organization.

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Section: Maslow's Hierarchy Of Needs Theorymentioning

confidence: 99%

Section: Maslow's Hierarchy Of Needs Theorymentioning

confidence: 99%

Impact of Talent Management Practices on Employee Performance

Bibi

2018

SJOM

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“…In managing people's talent, abilities, and capabilities, organizations strive to gradually develop strategies for embracing career development. Career development play vital role in improving and nurturing competencies in a way that it has helped in the fulfilment of organizational objectives (Adeniji et al 2018, Ibidunni et al 2016, Mishra and Sachan 2012. Career development is seen as a process of providing employees with opportunities and allowing them reach their full potentials through enhancing their abilities, knowledge, skills and capabilities (Armstrong 2011, Tareef 2012.…”

Section: Review Of Literaturementioning

confidence: 99%

“…And the velocity of change in business models and technology means not only that, but also their employers, need to evolve their skills and knowledge. Many previous studies used the antecedent variables such as management support, psychological justice, workers' empowerment, leadership and organizational culture (Ohunakin et al 2018b, Zin et al 2013, Oni-Ojo et al 2015, Ibidunni et al 2016 to influence organizational growth especially in the perspective of productivity, profitability, and commitment. There are also researches that investigated the relationship between the determinant of career development and employees' performance (Oduma andWere 2014, Osibanjo et al 2018).…”

Section: Career Development and Organizational Growthmentioning

confidence: 99%

Competence model for measuring career development and organisational growth in the health sector

Adeniji¹,

Osibanjo²,

Salau³

et al. 2019

BTP

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The present changing trend and competitive business world have compelled many sectors to improve their service quality, productivity and performance. The health sector is a unique sector with peculiar work environment and developmental expectations from workers of different categories. Experts indicate that the Nigeria health sector budget is not impressive as it has never moved closer to World Health Organization template of 15% of the annual budget allocated to the health sector. Arising from this gross underfunding, the health sector has become weak while infrastructure and logistic supports seem to be obsolete with defective career initiative programmes. Hence, the present study assessed a competence model for measuring career development and growth of the health sector in Nigeria. The descriptive research design was adopted using stratified-random sampling technique with a mixed method (specifically, sequential explanatory method) approach for gathering data from the selected teaching hospitals. Six dimensions and 30 item statements of career development and organizational growth have been adopted from previous studies. The use of a structured questionnaire was employed and completely filled by 377 staff and management of the selected tertiary institutions. Data collected through the copies of questionnaire were analysed through measurement and structural models (SEM_PLS3); while interview data were codified and themes extracted. The results of the statistical analysis reveal that organizational growth significantly depends not only on the formulation and implementation of career development programmes but also on monitoring. The findings of this research have explicit implications for both the employees and the organizations. This study suggests that management will need to provide interventions and be more active in carefully implementing career management plans that will meet individual and organizational goals.

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“…Zhang (2012) states that performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses and suitability for promotion or further training. An organization's performance appraisal programme is generally created and implemented to meet both evaluative and developmental objectives (Rostami et al, 2015;Ibidunni et al, 2016). Many organizations fail to assess periodically whether those objectives are being achieved.…”

Section: Performance Evaluation Andmentioning

confidence: 99%

Succession Planning and Job Commitment: Moderating Role of Employees’ Satisfaction in Selected Beverages Companies in Lagos Metropolis

Olatunji

Kehinde

Nwachukwu³

2017

Trends Economics and Management

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Purpose of the article: Succession planning has become a misconstrued phenomenon in a global environment where organisations largely depend on their human resources for achievement, continuity and effectiveness. Methodology/methods: Data for this research were collected from three Beverages companies in Lagos, Nigeria, with 244 administered questionnaires, retrieved and analysed using the regression analysis. Scientific aim: This paper examines the Moderating Role of Employees' Satisfaction on Succession Planning and Job Commitment in the manufacturing sector. Findings: The result showed that succession planning significantly impact on employees' job commitment. The findings indicated a variance of 52% between mentoring and affective commitment, however when the moderating variable of employees' satisfaction was established, the R-squared increased to 56.8% while the significance of the F-change assessed show significance at 0.0001. Conclusions:The study recommends that when organizational replacement is done, it should meet the present and future need as well as the corporate objectives of the organization and that management should handle the issue of Succession Planning with high sense of objectivity in order to achieve organizational efficiency, among others.

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Talent Retention and Organizational Performance: A Competitive Positioning in Nigerian Banking Sector

Abstract: Abstract

Cited by 62 publications

References 29 publications

Impact of Talent Management Practices on Employee Performance

Impact of Talent Management Practices on Employee Performance

Competence model for measuring career development and organisational growth in the health sector

Succession Planning and Job Commitment: Moderating Role of Employees’ Satisfaction in Selected Beverages Companies in Lagos Metropolis

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