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  • Nile University of Nigeria Abuja- Honoris United Universities


This paper aimed to throw more light on the effects and concept of talent management as one of the recent systems that brought to Human Resources Management and its numerous activities especially in the new era. Additionally, it comes not only to survey the motives behind approving such concept in organizations and companies and the impact on its employees but also to identify the most important strategies of talent management and how to deal with its considered as a competitive advantage for its direct impact on performance level as well as to identify the best ways to invest in talent management because of its effects on reducing the economic cost in the organization by retaining and motivating those talents to implement organization overall strategies. Employee's especially talented ones contribute to the achievement of competitive advantage in their organizations because they innovate in their field and they have the ability to make the right decisions to achieve goals. In details, there are some aspects that reflect the weakness of organizational loyalty causing talented people to leave their organizations; this is due to some repellent factors in their organizations, and the absence of the tools which will work on the employees' development in the organizations so as to enhance the employee's talents for the productivity of the organization.
*Dr. Abbas Umar Ibrahim and Dr. Cross Ogohi Daniel
Department of Business Administration, Nile University Of Nigeria, Abuja
This paper aimed to throw more light on the effects and concept of talent management as one of the
recent systems that brought to Human Resources Management and its numerous activities especially
in the new era. Additionally, it comes not only to survey the motives behind approving such concept
in organizations and companies and the impact on its employees but also to identify the most
important strategies of talent management and how to deal with its considered as a competitive
advantage for its direct impact on performance level as well as to identify the best ways to invest in
talent management because of its effects on reducing the economic cost in the organization by
retaining and motivating those talents to implement organization overall strategies. Employee’s
especially talented ones contribute to the achievement of competitive advantage in their organizations
because they innovate in their field and they have the ability to make the right decisions to achieve
goals. In details, there are some aspects that reflect the weakness of organizational loyalty causing
talented people to leave their organizations; this is due to some repellent factors in their organizations,
and the absence of the tools which will work on the employees’ development in the organizations so
as to enhance the employee’s talents for the productivity of the organization.
Talent management refers to the anticipation of required
human capital for an organization and the planning to meet
those needs. Human capital is such a resource and especially
the resource and knowledge based views recognizes the firm’s
knowledge resources as its tool for achieving a sustainable
competitive advantage (Odonez de Pablos, 2004). Heinen and
O’Neill (2004) argue that Talent Management can be the best
way to create a long-term competitive advantage. A
sustainable competitive advantage stems from the valuable,
company-specific resources that cannot be imitated or
substituted by competitors. Ordonez de Pablos (2004) further
argues that human capital, relational capital and structural
capital can all be sources of long term competitive advantage
but the most significant evidence favours human capital.
Talent is an instinctive quality possessed by few people,
who have the capability to make a significant difference to
current and future company performance, which is equal
to competencies of a person that needs to be explored for
the competitive advantage of the organization. The modern
organizations realized that their success is dependent on how
they are able to attract, develop and retain the right talent for
the organization that enable them to be successful in the
competitive business environment. It’s very much required to
proactively anticipate and meet the demands of talent to meet
the goals of the organization. Talent Management is a set of
*Corresponding author: Dr. Abbas Umar Ibrahim
Department of Business Administration, Nile University Of Nigeria,
strategies and systems to increase productivity by developing
improved processes for attracting, developing, retaining and
utilizing people with the required skills and aptitude to meet
current and future business needs. Talent management
ensures organizations that right people with fit skills located at
right place to access business strategy. In fact, talent
management include complete set of process for recognize,
managing people for successful of business strategy that
organization used it (Ballesteros, 2010). The strategic
importance of talent was appreciated after the study of
McKinsey & Co found that the most important corporate
resource over the next 20 years will be talent: smart,
sophisticated businesspeople that are technologically literate,
globally astute, and operationally agile. And even as the
demand for talent goes up, the supply of it will be going down.
The war for the shortage of talent between companies is the
biggest human resources concern (Makela et al., 2010). The
organizations that are interested in achieving its strategic goals
must adopt unique approaches for attracting, developing and
retention of talented employees (Huselid et al., 2005). Thus,
talent is the core competency of the organization and its
management will definitely enable organizations to be
competitive. This paper attempts to explain the effects of talent
management on competitive advantage on the success of the
organization. When organizations able to attract, develop and
retain talented employees then organization will be able to
achieve competitive advantage for the success of the
Statement of the Problem: Talent management processes
change over time in response to the impact of both internal and
Article History:
Received 08th August, 2018
Received in revised form
20th September, 2018
Accepted 01st October, 2018
Published online 30
November, 2018
International Journal of Recent Advances in Multidisciplinary Research
Vol. 05, Issue 11, pp.4247-4253, November, 2018
Talent, Management, Talent Management
Strategy, Organisations and Competitive
external factors on the workplace. For instance, globalization,
workplace reform and changes in the demographic
composition of the workforce have affected how talent needs
to be. Globalization has led to increased competition and
pressure on organizations to use human capital as effectively
and productively as possible. The growth potential of
organizations worldwide depends on the ability of companies
to have the right people, in the right place at the right time.
Employers are forced to compete to attract and retain an
increasing pool of talented individuals in order to achieve their
objectives. Companies with effective talent management
practices deliver better results for shareholders. Effective talent
management practices can create enduring competitive
advantage and enhance organizational performance. In the past
few years it has been reported that there has been severe failure
of organizations in Nigeriain managing talents and particularly
on organizational performance. Therefore a reference base is
needed so that organizations may have policies on how to
manage talent so that it can retain talented employees for better
performance. It is necessary for an organization to evaluate the
effectiveness of talent management in ensuring that
organizations achieve their objectives and improve
performance. This research therefore was determined by these
hydra-headed problems with respect to assessing the effects of
talent management on competitive advantage.
Objectives of the Study: The purpose of the study is to
examine talent management and its effects on the competitive
advantage in the organizations. However, the objectives aimed
are as follows:
To ascertain the significance of talent management and
its impact on the competitive advantage
To investigate top managers perceptions of talent
management practices and their impact on business
Literature Review
Concept of Talent Management: Talent is critical success
factor for the organizations. Business executives and owners
realized that the organization are facing the problem of talent
constrains rather than capital constrain (Kehinde, 2012).
Organizations have learned that in order to meet the
organizational challenges and strategies at any point of time,
talent is an important factor in this regard (Gebelein, 2006).
Talent in the organisation refers to the core employees and
leaders that drive the business forward (Hansen, 2007). They
are the top achievers and the ones inspiring others to superior
performance. Talents are the core competencies of the
organisation and represent a small percentage of the employees
(Berger & Berger, 2004). Talent management is an important
tool in the organizational learning and development. Talent
management can use the process of the organization in dealing
with the technology, allocation of resources and performance
measurement system. The talent management progress is very
important in development and discovering of new talent in the
market (Mary, Enyinna&Ezinne, 2015). Additionally, Kehinde
(2012) identified that talent management system has failed in
most of the organizations because of inadequate planning and
in effective management policies, poor process and programs.
These strategies have a positive impact on finding, acquiring,
and maintain the talented employees and to make use them to
get competitive advantage. In order to get competitive
advantage and sustainable performance there is need to align
all the departments of the organizations to the organizational
performance and improve their functional capacity (Mary et al,
2015). Talent consideration is also different across different
organization; some organizations think strategic staff has talent
while other thinks that all the staff of the organization is
talented. Lewis and Heckman (2006) suggest that talent
management involves identifying mission critical values,
competencies and talents needed in the current and future work
force; clarifying the methods that will be used to recruit, hire,
develop, manage and retain high performing workforce. Laff
(2006) asserts that talent management is not just a new fancy
word for finding and developing employees. Talent
management requires a systematic view that calls for dynamic
interaction between many functions and processes. It involves
attracting, developing, motivating and retaining competent and
highly skilled employees with leadership ability. Besin (2008)
defines talent management as a set of organization designed to
attract, develop, motivate and retain key people. Talent
management requires systematic views that call for dynamic
interaction between many functions and processes. Talent
management is a term that extends over a wide range of
activities, such as succession planning, human resource
planning, employees performance management etc.
Human capital tells about people’s skills, ability and its role
for achieving the organizational goals. The professionals have
to move away from simple administration to some objective
oriented approach for the organization by retaining key
employees. Human resources professionals are facing the
problem of employee turnover. Several factors like social and
personal problems of the employees have been identified for
employee’s turnover. Kay and Mocarz (2004) opined that the
turnover of key employees causes loss of key skills, threats to
growth of organization and can lead to disruption of
organizations’ operations. The rate of turnover also impacts on
cost because of new recruitment and selection procedure which
involves a lot of money, time and energy. Frank (2004) defines
retention as the effort by an employer to keep desirable
workers in order to meet set objectives. Morton (2005) assets
that organizations are working on retaining their employees by
following different strategies to retain their top talents.
Recruitment must be made according to the organizational
needs and its future objectives by keeping in view the retention
of the employees. Uren (2007) asserts that organizations must
have the capability for attracting the talent out of the resource
pool and in this regard the organization career site is most
important. Talent management encompasses career
development by the organizations Human Resource
department and not leaving the role of staff development to
individuals and their initiative. The responsibility of
developing human capital is saddled with human resources
Objectives of Talent Management: Talent management plays
a significant role in any company of any sector, as it fulfills its
needs and expectation for future employees, career
advancement and internal workforce matters. It is also
considered essential because talent includes the competency
that is the core aspect to individual employability, Talent
Management processes also help retaining employees, focus on
“fit” ease transitions and make a position attractive for future
employees. Moreover, the strategic focus of Talent
Management structures could result higher scores in financial
outcomes measures such as profit, talent productivity and
market value. It also increases nonfinancial outcomes at two
International Journal of Recent Advances in Multidisciplinary Research 4248
levels such as company attractiveness by reducing replacement
time, attaining business goals, operational excellence,
customer satisfaction at the company level. Job satisfaction,
motivation, commitment, work quality and qualifications on
talent level. Companies with automated talent systems are
better at developing leaders, employees and planning future
talent needs. Talent Management also serves companies by
allowing them to hire the best and superior people, place the
right people in the right positions, create high engagement,
improve employee productivity, retain top performers, build
career paths and promote employees (Dhanabhakyam and
Kokilambal, 2014).
Importance of Talent Management: to Sharma &Raval
(2016) Talent Management serves quite a purpose when it
comes to attracting, and recruiting future employees, talented
employees are considered as strategic assets that have enough
potential to produce and capture value and execute business
strategies. This is apparent in different aspects, which are as
Globalisation, as it provides a wider scope of possibilities
for job seekers around the globe. One can know the
opportunities available in any part of the world easily.
Increasing competition, which necessitated talent
management to ensure a consistently good performance,
thus, making companies put in all effort possible to hire,
train, and retain the best talent available within the field of
Increasing knowledge, to retain those who are talented and
possess the ability to adapt to new technologies and
knowledge, that are growing at a very fast pace. Talent
management is very important in such case because it
brings together significant human resources and
management initiatives. Usually, organisations that adopt a
talent management approach would focus on coordinating
and integrating the following:
1. Recruitment, to ensure that the right people are
attracted to the organisation at the right time.
2. Retention, to ensure the implementation and
development of practices that reward and support
3. Employee development, to ensure continuous
informal and formal learning and development
4. Leadership and “high-potential employee”
development, to ensure the availability of specific
development programs for current and future leaders
5. Performance management, to ensure the availability
of specific processes that could improve and support
performance, including feedback and measurement.
6. Workforce planning, to ensure the availability of
plans for business and general changes, including
the older staff as well as existing and future shortage
in skills;
7. Culture, which ensures the development of a
positive, progressive, and high performance “way of
Approaches of Talent management: In oppose to Koranteng
et al. (2014) talent management divided into three approaches:
Humanistic approach: This approach recognises that each
staff member to have some kind of talent; thus, all employees
are viewed as talented. This approach is characterized by the
idea that talent is developable rather than born. Companies
with a humanistic approach prioritize the effort of "creating"
talent, thus, opportunities are given to all employees regardless
of their professional background.
Competitive approach: This approach recognizes that only
some employees have the abilities that could make them
outstand as being talented. It can be considered as an exclusive
approach since it only identifies a small group of employees as
being talented unlike the humanistic approach; this group of
people would have excellent performance and high potential
that sets them apart from other employees. In this manner,
employers concentrate more on recruiting those who are
talented rather than creating them.
Entrepreneurial approach: The final approach recognises that
the aspiration and performance of employees as opposed to
their mere ability when defining talent. This approach is
recognised by the opportunities given to these talented people
in order to prove themselves. It holds a particular
comprehensive view on talent, claiming, nevertheless, that not
all employees are talented, but can still have the potential to
become as such. This approach derives its practices from the
idea that talent is developed through practical experience and
not programs or talent pool activities.
Processes of Talent management
Talent discovery: In order to source the right person for the
job, the first thing that needs to happen is a strategic talent
needs analysis. if the right talent is available internally, and
what are the talent needs currently and for the future. Next, a
job analysis is essential to begin to staff the work. A job
analysis provides the basis for all assessment interventions.
Recruitment and prescreening and pre-employment testing will
identify the person(s) who will fit into the talent gap(s). Of the
assessment interventions and opportunities described earlier,
several apply to the Discovery dimension. Specifically, the
assessment interventions of job analysis, recruitment/
prescreening, pre-employment testing, and promotional
assessment, and the assessment opportunities of strengthening
job-relevant group norms and offering career development and
enrichment are assessment applications relevant to the
Discovery dimension (Newhouse et al., 2004). Based on the
researcher’s view, Talent discovery is the process of
identifying the strength and weaknesses of employees to
determine the current talents and talent gap to forecast future
needed talents.
Talent recruitment
Company should use various techniques and methods for
attracting and selecting the right talent. The recruitment of
talent pool is the first and important task of the talent
management process the talent pool is a group of candidates
that are the potentials executive of the company who will steer
the company towards the competitive performance. So to gain
and maintain the performance of the company the recruitment
and selection the talented individuals is very crucial. The
creation of talent pool can be done in two forms, one is internal
and second one is external. The internal recruitment of talent
pool will be from the already existing employees of the
company. The internal recruitment may can give advantage as
the employees already know the culture and way of doing
International Journal of Recent Advances in Multidisciplinary Research 4249
work in the company and it also might uplift the morale of the
employees if their position is uplifted (Davis et al., 2007).
However, the external sources will be the best way of
gathering a talent when company wants to bring the cultural
change and wants innovation (Ballesteros &Inmaculada,
2010). Employer branding includes development of a
company’s image, good enough to attract employees. Without
the good brand image, it is difficult to attract the right talents
(Ana, 2009). Based on the researcher’s view, Talent
recruitment is the process of attracting and selecting talents
from internal and external sources.
Talent development: In this competitive and dynamic business
environment learning and development has become a
backbone of success, without continuous learning maintain
performance may become impossible because of that strategy
makers and HR practitioners are moving their focus towards
learning and development of the talented employees to
enhance company performance, Talent development is process
of improving the skills and attitude of the employees
(Williamson, 2011). As the business continuously keep on
changing the technologies business models and new strategies
to cope up with these changes company needs to enhance and
improve the knowledge of their employees and making
strategies for development practitioners must keep in mind the
integration and strategic fit between the current talent and the
skills of the employees (Mendez & Stander, 2011). Based on
the researcher’s view, Talent development the process of
helping talented employees to acquire the skills and knowledge
they need to succeed and improve performance.
Talent retention: Talent retention is a process of keeping the
talented employees with the company for a longer period of
time, talented employees turn over in any company is very
harmful for many reasons such as a reduction in the
productivity as well as more cost to attract the new pool of
talent (Echols, 2007). Talented employees leave company if
they are not satisfied with the total rewards, leadership and
company policies etc. Some of the common factors that can
support employees’ interest to work for the same companies
include engagement, empowerment, trust, opportunities to
grow in their career and good work environment. The working
condition and environment plays a critical role in supporting
employee job satisfaction and commitment. Some of the
important components that employers should pay attention are
friendly work environment which is free from stress,
emphasizes open communication and cordial work
relationships (Vaiman, 2010). Based on the researcher’s view,
Talent retention is the efforts of a company to keep its talented
employees and to reduce their turnover.
Achieving Competitive Advantage through Talent
Management: Organizations work towards the achievement of
their mission and strategic objectives. This requires a thorough
understanding of the resources required for achieving the
objectives. Resources here imply financial and non-financial,
and they are equally important and interdependent
(Stinglhamber&Vandenberghe, 2003). Technically these
resources have been divided into two, non-contingent and
differentiating capabilities. Whereas non contingent
capabilities are basics that enable an organization to compete
and exist in the marketplace, differentiating capabilities are
those that differentiate an organization from that of the other
and offer competitive advantage. Effective marketing
management, for example can be one of non-contingent
capabilities. Similarly many HR processes aspire to develop
non contingent capabilities but they often fail to align with the
strategy and offer competitive advantage. Most of these
processes end up developing people in similar areas and
similar capacities as their rival firms but fail to provide any
competitive advantage. Vaiman and Vance, (2008). For
organizations to develop competitive advantage through HR
processes it is very important to define strategic differentiating
capabilities and then develop a process for identifying and
developing the same. This empowers the HR people to create
an impact on the organizational strategy and also provide a link
between talent management and strategy (Lawler, 2008). For
HR to prove that talent management can be of strategic
importance to organizations, the critical relationship between
the two must be proven. Talent management specially needs to
be projected as a differentiating strategic capability that can
offer real and substantial competitive advantage (Kapoor,
Relationship between Talent Management and Business
Performance: It is generally accepted amongst management
researchers that a sustainable competitive advantage comes
from the internal qualities that is hard to imitate rather than for
example the firm’s product-market positions. Human capital is
such a resource and especially the resource and knowledge
based views recognizes the firm’s knowledge resources as its
tool for achieving a sustainable competitive advantage
(Odonez de Pablos, 2004). Heinen and O’Neill (2004) argue
that Talent Management can be the best way to create a long-
term competitive advantage. A sustainable competitive
advantage stems from the valuable, company-specific
resources that cannot be imitated or substituted by competitors.
Ordonez de Pablos (2004) further argues that human capital,
relational capital and structural capital can all be sources of
long term competitive advantage but the most significant
evidence favours human capital. There is also abundant
evidence (Carretta, 1992; Gutteridge et al., 1993; Wallum,
1993) that companies with a formal succession plan for their
top managerial posts enjoy a higher return on investment
(ROI) than those that do not have one. Carretta (1992) finds
that the advantage is even greater for firms that adopt plans
covering the manager’s two tiers below the top. According to
Pattan (1986), strategic management succession plans enable
firms to specify managerial functions and performance
standards, ensure continuity in management practices, identify
outstanding candidates for senior management posts, and
satisfy the aspirations of employees for career advancement.
Through the planning process, succession plans guide actions
to enhance the quality of the leadership talent pool relative to
business requirements. It is believed that succession planning
can build a competitive advantage through the superior
development of their leadership talent (Walker, 1998).
Theoretical Review: Theories can be viewed as a set of
concepts, principles, propositions and generalizations that are
logically interconnected which present a systematic view of
phenomena that enable the user to describe, explain, predict or
advance knowledge (Jamabo and Kinanee, 2004). To Osuala
(2005), a theory is simply an attempt at synthesizing and
integrating empirical data for maximum clarification and
unification. In other words, they are postulates requiring
further explanations in order to make meaning. It is in an
attempt to effectively manage the human resource to the best
benefit of organisations and the individual employee that give
rise to the development of theories. The theoretical framework
International Journal of Recent Advances in Multidisciplinary Research 4250
upon which this study is anchored is: human resource
management theory.
Human Resource Management Theory: Human resource
management theory was propounded by Taylor in 1911. Taylor
developed a set of principles to enhance workers’ productivity.
By systematically studying each job and detailing methods to
attain higher productivity levels, Taylor’s work was the first
sense of today’s human resource practices. For instance,
Taylor advocated that workers needed appropriate job training
and should be screened according to their ability to do the job.
Munsterberg and his associate in 1955 made suggestions to
improve the method of testing, training, performance
evaluations, and job efficiency. Follet, a social philosopher in
1959, advocated people-oriented organizations. Follets
writings focused on groups as opposed to individuals in the
organization. Thus, Follet was one of the forerunners of
today’s teamwork concept and group cohesiveness. But
probably the biggest advancement in Human Resource
Management came from the works of Elton Mayo and his
famous Hawthorne studies. The Hawthorne studies were so
named because they were conducted at the Hawthorne plant of
Western Electric just outside of Chicago and ran for nearly a
decade beginning in the late 1920s. These studies gave rise to
what today is called the human relations movement. The
researchers found that informal work groups had a significant
effect on worker performance. Group standards and sentiments
were more important determinants of workers output than the
wage incentive plan. Results of the Hawthorne studies justified
many of the paternalistic programs that Human resource
managers have instituted in their organizations. One can point
to the advent of employee benefit offerings, safe and healthy
working conditions, and the concern by every manager for
human relations as directly stemming from the work of Mayo
and his associates at Hawthorne.
In today’s organizations, we can see the influence of
management practices affecting human resource management
in a variety of ways. Motivation techniques have an influence
on continuous improvement programs to enhance productivity,
and have made their way into Human resource management
activities. Writers like Tom Peters and Peter Druker emphasize
letting employees have a say in things that affect their work,
teams, and reengineering. Implementing these will ultimately
require the assistance of human resource management
professionals. In the context of this study, the human resource
management theory applies because for an organization to
achieve its desired growth and development objectives, the
workers (employee) need appropriate talent management
through recruiting, training, development, appraisal and good
employers-employees relations.
Empirical Review
A research conducted on talent management in public sector
organizations of Nigeria, using both primary and secondary
data and particularly questionnaire as instrument for primary
data collection and the findings revealed that talent
management significantly impacts employee productivity and
organizational effectiveness. Wurim, (2012) Also a research
conducted on the measures of successes recorded when
proactive talent management practices were applied on the
employees of Cargill, an international provider of Food and
Agricultural services based in Chicago, USA, it was
discovered that talent management single handily contributed
to more than 70% increase in employee productivity. The
study also showed a sudden increase in the quantity and quality
of output, timeliness of output, presence at work and
cooperativeness (Brunbach, 1988). The research study on
talent management found a strong relationship existing
between coherent talent management processes on one hand
and employee job, knowledge, quality and quantity of output,
initiative, leadership abilities, supervision, dependability ,co-
operation, judgment, versatility and health on the other hand.
In order words, the study concludes that deliberate efforts to
improve on talent management processes like recruitment
selection and placement, training and development,
compensation, performance appraisal, turnover management,
employer-labor relationship; health, safety and welfare,
succession planning and promotion bring about specific
improvements in employee productivity and organization
performance Aswathappa, (2005). More so, the study
conducted on the impact of talent management on
organizational efficiency on Central Bank of Nigeria, Kaduna.
Fifty respondents were randomly selected from the managerial
cadre. Data was collected with a well-structured questionnaire
and analyzed. The study found out that talent management has
significantly impact on organizational efficiency on the Central
Bank of Nigeria, Kaduna (Otoide, (2014). Also the research
conducted on relationship between talent management and
organizational success using descriptive correlation, the results
showed a strong correlation between talent management and
organizational services in the department of youth and sports
Azerbaijan Sakineh, et al. (2012).
Methodology: The paper adopted a singular source of data
collection. The secondary source of data generation, which
comprises the use of textbooks written by numerous authors on
the subject, journals, magazines, information from the internet
and other published and unpublished materials relevant to
work. The data was analyzed using the content analysis
approach. This is because of its major reliance on the
secondary source data.
The purpose of this study is to examine the relationship
between talent management and employee retention. Talent
management is seen as encompassing career development by
the organization’s human resource and not leaving the role of
staff development to individuals and their initiative. The
responsibility of developing human capital is saddled with
human resource management that is domiciled in the office of
the registrar of the universities. The benefits derived from
talent management include reduced hiring cost, a well
negotiated salary structure; efficient and effective inspired and
committed team and consequently improved efficiency in
service delivery. Such university then will assume a new status
as a fulfilling place to work. This will in turn assist in
attracting new talent, which is the reason for implementing
talent management in the first place. Human resource
management is crucial in all spheres of human Endeavour. The
success or failure, growth or decline of any organization
undoubtedly depends, to an appreciable extent, on the proper
management of the available human resource. Organizations in
Nigeria are bedeviled with poor talent management of
employees and this has unfortunately culminated in low
productivity. Talent Management arguably, being the brain
box of human capital management has remained under the
scrutinyof Organizational Performance. This is the reason why
International Journal of Recent Advances in Multidisciplinary Research 4251
in the turbulent economy or the dynamic business
environment, TM strategies facilitate the integration of all
units to have better-informed decisions about the novel or
familiarchanges in people management and strategies based
on greater understanding of potential benefits and risks. The
talent management process have been implemented in any
organization include talent planning, recruitment, talent
development, compensation and rewards, performance
management and employee empowerment, employees
engagement and organizational culture.
The study recommends
Companies to pay attention for talented employees and
to invest in talent and intellectual capital which is one
of the most important companies’ assets.
To support the training and development efforts of
talented employees to provide and enhance them with
new skills, knowledge and experience.
To constantly evaluate employees to discover current
talents and determine talent gap and future needs of
The companies should offer salaries and incentives that
are suitable to employees’ competencies to retain
talented employees, keep them and reduce their turn
Companies should attract and select talents internally
recruitment, from the already existing employees before
attracting and selecting new talents.
Organizations should give favorable working conditions
to its employees for effective performance. This will
attract new potential employees who want to work for
career progression.
The organizations also need to incorporate different
strategies in order to retain employees.
The study also suggest that career management methods
like having career counseling facilities ,career mentors,
career planning and career development programs
should be widely adopted by service sector firms as
doing so would lead to improved performance.
It is recommended that management should maintain
learning and development practices like learning need
identification, coaching and in-house development
programs to improve their performance.
Overall, it is recommended that talent management
practices should be emphasized as doing so brings
about superior organizational performance.
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Aswathappa. K. 2005. Human Resource & Personnel
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... Wahyuningtyas (2015) states that talent attraction consists of four elements: talent planning, recruitment, selection, and orientation. According to Abbas & Cross (2018), recruitment from a talent pool, as one of the first and top tasks in the process of managing talents, implies creating a database of qualified and suitable candidates. Therefore, talent recruitment (internal or external) and selection is a vital priority for companies, wishing to maintain outstanding performance. ...
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In today's globalized, fast-changeable, and digitalized market, companies strongly need and seek talents, who, besides basic skills, possess higher levels, as well as the optimal mix of different competencies and qualifications. Attracting the best employees, developing and retaining them represents a crucial success factor for any firm and requires well-organized talent management. The purpose of this study is to analyze the influence of talent management, viewed through attracting, developing, and retaining talents, on organizational performance improvement in companies in Bosnia and Herzegovina. Data collection is based on a questionnaire, related to core elements of talent management and organizational performance (profitability and sales growth), with respondents from the population of talented managers, who work in companies in Bosnia and Herzegovina. The findings indicate that talent management has a positive statistically significant influence on observed organizational performance in companies in Bosnia and Herzegovina. Since talented managers are a key strategic resource, who lead organizations to accomplish excellent organizational performance, companies in developing countries need to tailor effective and customized talent management strategies, to achieve continuous improvement of organizational outcomes.
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The main objective of this study was to examine the relationship between perceived support and affective commitment, and the linkages between these constructs and some of their common antecedents and consequences. More precisely, using a sample of 238 employees, we conducted a longitudinal study to examine the linkages between the favorableness of intrinsically and extrinsically satisfying job conditions, perceived organizational support, perceived supervisor support, affective commitment to the organization and supervisor, and turnover. Affective commitment to the supervisor was found to completely mediate the effect of perceived supervisor support on turnover, whereas neither perceived organizational support nor organizational affective commitment were significantly related to turnover. Perceived organizational support partially mediated the effect of favorable intrinsically satisfying job conditions on organizational affective commitment and fully mediated the effect of extrinsically satisfying job conditions on organizational affective commitment. Finally, perceived supervisor support totally mediated the effect of favorable intrinsically satisfying job conditions on affective commitment to the supervisor. As a whole, findings suggest that exchange relationships between employees and their supervisors should be further investigated in future turnover research. Copyright © 2003 John Wiley & Sons, Ltd.
Talent management is a new concept but difficult phenomenon to measure. The impact of talent management on organizational performance is a problem especially where only strategic staffs is treated as talents of the firm. The purpose of the study is to examine the effect of talent management on organizational performance. The questionnaire was used as the survey method of collecting primary data for the study. Correlation coefficient, t- student distribution and the descriptive analyses were the methods used to analyze the data gathered. The analyses revealed that talent management has positive impact on the organizational overall performance. It also revealed that talent management scheme has impact on the performance of the multinational and the national firm but the small and medium scale firms have not been gaining from this new technique within the Nigerian business environment. The study therefore recommends that talent management scheme should be used for all categories of staff within the firm that have special talent and that firms should separate between their talent management scheme and the total human recourses management style of the firm.
A valuable fusion of talent management and knowledge management for research and practice in human resource management. '... the editors have done a good job of bringing together a series of contributions which provide a useful and welcome expansion of the theoretical foundations of talent management through a knowledge management lens.' - David Collings, Personnel Review.
Lesley Uren, chief executive of Jackson Samuel, discusses the key findings of a new research report that investigates talent management processes, identifies the challenges to implementation and highlights the best practices for achieving a culture of talent management commitment rather than compliance. The research draws on the experiences of 57 organizations, from a range of industry sectors and operating across international marketplaces.
The aim of this paper is double. First, it provides a conceptual framework linking human resource management, organisational learning and knowledge management. Second, the paper builds a causal model and tests it with a sample of firms from the Spanish manufacturing industry, using a structural equation modelling technique. In particular, after the performance of a cluster analysis, a group of 72 learning firms is identified and used to test our model. Finally, major conclusions and implications for management are drawn and further avenues for research are suggested. (Contains 1 note, 6 tables, and 3 figures.)