The influence of leadership behaviours on talent retention: An empirical study

Abstract

Bogotá 2022 RESUMENLa productividad laboral y el talento humano representan factores imprescindibles en las organizaciones, por esta razónes importante implementar estrategiasque permitan aumentar la productividad organizacional a través del talento humano, una de ellas es la motivación.El presente artículo de revisión bibliográfica tuvo como objetivo general fundamentar la motivación del talento humano como una estrategia empresarial para aumentar la productividad en las organizaciones colombianas, el cuál se desarrolló a través de dos objetivos específicos:identificar las estrategias de motivación y describir cuales afectan la productividad laboral. La investigación se realizó a partir de la lectura y revisión de diferentes referentes teóricos nacionales e internacionales en inglés y español acerca de la motivación como estrategia para aumento de la productividad laboral, los resultados de la investigación, arrojaron que diferentes tipos de estrategias tienen efectos positivos en la productividad laboral tales como:reconocimiento y capacitación, flexibilidad horaria, remuneración monetaria entre otros, sin embargo se encontró que los empleadores y las organizaciones deben tomarse el trabajo de conocer las necesidades de sus trabajadores, esto con el propósito de implementar adecuados planes de incentivos que motiven a los funcionarios y así mismo efectuar la satisfacción del personal y una mejor productividad empresarial. Palabras claveMotivación, organización, productividad laboral, estrategias, remuneración, incentivos, reconocimiento, talento humano.

Leadership talent mindset as a catalyst for talent management and talent retention: The case of a Botswana local government institution

“…The participants, in particular, highlighted a lack of appreciation from their leaders and interest in their career development. The talent mindset of leaders is essential in establishing an empowering work environment where talented employees can get access to ongoing career development opportunities (see Damer, 2020;Mey et al, 2021;Sadeli, 2012). These study results contradict those of the previous research study, which found that talent development and maintaining positive relationships are essential leadership talent mindset competencies for public sector institutions (see Luna-Arocas & Morley, 2015;Mahfoozi et al, 2018).…”

“…Talented employees perform best when leaders empower them through continuous career development, succession, inclusivity, participative decision-making and autonomy (see Damer, 2020;Mey et al, 2021;Sadeli, 2012). In addition, talented employees flourish in environments where they can relate to their workplace's leadership vision, mission and strategy (Mokgojwa, 2019).…”

“…The researchers propose the following hypothesised model for this study, based on the preceding discussion (see Figure 1). The model starts from the premise that the extent to which government leaders adopt a talent mindset can either promote or reduce the perceived effectiveness of talent management practices in the Botswana local government institution (see Damer, 2020;Mey et al, 2021;Sadeli, 2012). Likewise, the leadership talent mindset can either prevent or enhance the voluntary turnover intentions of local government employees (Matobako and Barkhuizen, 2017;Mahfoozi et al, 2018;Shingenge & Saurombe, 2022).…”

Examining HRM Practices in Relation to the Retention and Commitment of Talented Employees

“…Authors Mey, Poisat, and Stindt [55] support these results with their research that aimed at identifying leadership types of behavior that affect the retention of talented employees. The study revealed that retaining talented employees requires leaders who provide them a sense of belonging, respect, support for personal and career growth, with an emphasis on business practices.…”

Leadership Styles and Talent Retention from Higher Education Institutions in Viet Nam. A Conceptual Framework

“…According to [15], The loss of highly competent and well-trained employees is the most significant cost associated with employee turnover. These expenses include recruitment expenditures as well as other expenses made by the company to guarantee that a substitute employee is properly addressed and developed inside the company [16]. In the field of education, especially in higher education, organizations are always looking for talented graduates from home and abroad or with high academic qualifications to work at universities.…”