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Qualitative Analysis of Talent Acquisition and Retention: A Study of IT Sector
Abstract
This research paper, utilizing NVivo for qualitative analysis, investigates the effectiveness of reward anticipation practices in the talent acquisition and retention of millennials within the Information Technology (IT) sector. By analyzing responses from interviews and focus group discussions, the study aims to discern the various dimensions related to the impact of reward anticipation on millennials in the workplace. The provided results, presented in a structured table, break down key themes, associated codes, and relevant quotations to offer a comprehensive understanding of the subject.
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Talent management deal with the attracting, developing and retaining the key organizational talent, this paper tries to present the association between talent management and employee engagement, retention, value addition and improved organizational performance. It's based on available empirical evidence. The literature review is organized by reviewing the research papers that are published in popular research journals. The impact of talent management on employee engagement, retention, value addition and improved organizational performance has been thoroughly studied. The study reveals that there is positive association between these variables. This paper also substantiates the previous researchers in understanding the positive impacts of talent management. These findings are valuable to researchers, HR professionals and academicians.
The research was conducted to highlight the role of talent management with HR generic strategies to retain talent, reduce employees’ turnover and to achieve perceived HR outcomes of a firm by implementing succession planning, employer’s branding, motivation and development policies effectively and efficiently. In addition, HR practices like training and development, recruitment and selection, resources and skills building of employees also play vital role for organizational success. Structured questionnaire is used as instrument to prove the hypothesis, and for the results, appropriate statistical tools will be used for the analysis. Both qualitative and quantitative techniques are adopted and for the purpose of primary data collection, leading MNCs, well reputed public and private sector organizations will be visited. Interviews and discussions will help to determine the results. The sample size of 200 respondents was undertaken and the questionnaires were floated to HR Managers at different levels. The instrument is adopted from Zheng (2009) and questionnaire is designed according to under process research paper. The results of this work showed that talent management techniques are integral part of HR generic strategies.
Orientation: In order to attract knowledge workers and maintain a competitive advantage,it is necessary for organisations to understand how knowledge workers are attracted todifferent types and levels of financial rewards.
Research purpose: This research investigated a set of financial reward elements (remuneration, employee benefits and variable pay) to determine whether knowledgeworkers perceived them as attractive inducements when considering a job or position.
Motivation for the study: In South Africa there is a shortage of talent, largely due to highrates of emigration of scarce skills (human capital). Financial rewards or inducementsare necessary to attract talent and it is essential to assess which of these rewards are mostsuccessful in this regard.
Method: A 23 full-factorial experimental design (field experiment) was used. The threefinancial reward elements (remuneration, employee benefits and variable pay) weremanipulated in a fictitious job advertisement (each at two levels). Eight (2 × 2 × 2 = 8) differentversions of a job advertisement were used as a stimulus to determine the effect of financialreward elements on perceived job attractiveness. A questionnaire was used to measure howparticipants perceived the attractiveness of the job. A convenience sampling approach wasused. Different organisations throughout South Africa, as well as corporate members of the South African Reward Association, were asked to participate in the study. Respondents (n = 169) were randomly assigned to the various experimental conditions (i.e. one of the eightadvertisements). Data were analysed using descriptive statistics. A full-factorial analysis ofvariance was used to investigate if significant main effects could be found.
Main findings: Participants considered high levels of remuneration, the inclusion ofbenefits and variable pay to be significant job attraction factors within a reward package. Remuneration was found to have the largest main effect on job attractiveness of the three. Gender, race and age did not have statistically significant main effects on job attractiveness.
Practical/managerial implications: High levels of remuneration, benefits and variable payshould be incorporated and emphasised in organisational talent attraction strategies as theyare attractive for knowledge workers. If organisations want to attract prospective talentthey need to offer high levels of remuneration to make their offers appealing and attractive.Variable pay and benefits are, further, not sufficient to mitigate a low remuneration offer.
Contribution: This study adds to the body of social science research as few studieshave empirically demonstrated a causal link between financial reward elements and jobattractiveness within a controlled laboratory environment. There is also limited empiricalresearch in South Africa that highlights the level and combinations of financial rewardelements that are attractive for talented knowledge employees.
The paper presents the findings of the study that was conducted to explore the impact of training on job satisfaction and retention of employees at a selected tertiary institution. A quantitative research methodology was used and 120 randomly selected respondents participated in this study. Self-administered questionnaires were administered to respondents drawn from academic administrators. The data collected was analysed using SPSS version 22.0. The results revealed that there is no significant relationship between training and employee retention. However, there is a significant positive relationship between employee job satisfaction and retention.
This research looked at the extent to which identified intrinsic and extrinsic motivational variables influenced the retention and reduction of employee turnover in both public and private sector organisations. The research was aimed at achieving the following objectives: identify and establish the key intrinsic and extrinsic motivational variables being used by selected public and private sector organisations in retaining their employees; determine the extent to which the identified intrinsic and extrinsic motivational variables are influencing employees' retention and turnover in the selected organisations; and make recommendations to management of the selected organisations on how to effectively retain employees and reduce turnover. The study adopted the cross-sectional survey research design, investigating the extent to which selected motivational variables influence employees' decision to either remain or quit an organisation. Quantitative research design was used and this design was chosen because its findings are generaliseable and the data objective. The study examined two public and two private sector organisations in South Africa. The total population of the research comprised 1800 employees of the surveyed organisations with a sample size of 145 respondents. A self-developed questionnaire, measured on a Likert Scale was used to collect data from respondents. The questionnaire had a Cronbach alpha coefficient of = 0.85 suggesting that the instrument was reliable. The Chi-square test of association was used in testing the hypothesis of the study. The result showed that employees in both public and private sector organisations were, to a very large extent, influenced to stay in their respective organisations by a combination of intrinsic and extrinsic motivational factors. The following motivational variables were found to have significantly influenced employee retention in both the public and private sector organisations: training and development, challenging/interesting work, freedom for innovative thinking, and job security.
Impacts of working environment and benefits packages on the health professionals' job satisfaction in selected public health facilities in eastern Ethiopia: Using principal component analysis
- Merga
- Tilahun Fufa
Merga, Hailu & Fufa, Tilahun. (2019, July). Impacts of working environment and benefits packages on the health
professionals' job satisfaction in selected public health facilities in eastern Ethiopia: Using principal component
analysis. BMC Health Services Research. 19. 10.1186/s12913-019-4317-5.
E-recruitment: A conceptual study
- P Kaur
Kaur, P. (2015, June 30). E-recruitment: A conceptual study. International Journal of Applied Research. 1(8), 78-82.