| Pub. Date | : October, 2021 |
|---|---|
| Product Name | : The IUP Journal of Organizational Behavior |
| Product Type | : Article |
| Product Code | : IJOB21021 |
| Author Name | : Suman Dahiya and Rupa Rath |
| Availability | : YES |
| Subject/Domain | : Arts & Humanities |
| Download Format | : PDF Format |
| No. of Pages | : 18 |
To attain competitive advantage and achieve business growth, organizations have realized that a highly engaged, and motivated workforce is the key. Retention of talent is an important agenda of every organization in the competitive world of business. Organizations are required therefore to be more innovative and dynamic in their Talent Management (TM) approach. However, academic research in the field of TM does not provide any specific conclusions for a right TM explanation. In fact, research on TM has been assumed to be not offering right talent management solutions to organizations to accomplish its effective talent management practices. This review of literature includes a detailed study of different interpretations of talent management as a concept, it also studies different factors of talent management. The study defines different components of commitment and the concept of turnover intention of employees in organizations. A theoretical framework is proposed to study the causal relationship between different factors of talent management and organizational commitment and also the causal relationship between organizational commitment and turnover intention of employees in organizations. Further research in establishing and analyzing the relationships will support effective implementation of different talent management policies, practices and their influence in addressing retention challenges in organizations.
Talent Management (TM) is an important and critical aspect for senior managers (Skuza et al., 2013). Organizations have realized that a highly engaged and motivated workforce is the key to achieving business growth and attaining competitive advantage. Organizations are required therefore to be more pioneering and active in their TM approach. Research works in the field of TM do not provide any specific inferences for a right TM description. In fact, research on TM has been alleged to not offering a right TM solution to organizations to achieve its effective TM practices (Collings et al., 2011). There has