Investigating the Impact of Talent Management Practices on Employee Turnover Intention in E-Commerce Sector of Pakistan
DOI:
https://doi.org/10.61506/01.00135Keywords:
Talent Management Practices, Employee Motivation, Employee TurnoverAbstract
The aim of this study is to determine the effect of the practices that affect employee turnover intention of employees working in E-Commerce sector. The research is quantitative in nature, and the questionnaire is adopted from existing literature. Self-administered survey was conducted to collect primary data. Correlation and multiple regression were used to examine the relationship among variables. Findings of the research revealed that there is a significant positive relationship among the variables also few have insignificant relationship. Moreover, formal selection procedure, training & development, and succession planning are important and limitedly selected to analyze the impact over Employee turnover intention. This thesis research study attempted to identify the gap and deliver a better understanding of that how and to what extent TM practices impact employee turnover intention of employees. There are many studies been conducted on this topic worldwide, however in E-commerce and in Pakistan context are few and yet no empirical data found published in Pakistan. The findings of this research provide policies for managers and HR practitioners to help them to introduce TM practices or how to reduce the increasing number of turnover of employees.
References
Alvesson, M., & Kärreman, D. (2007). Unraveling HRM: Identity, ceremony, and control in a management consulting firm. Organization Science, 18(4), 711-723.
Aswathappa, K. (2008), Human Resource Management: Text and Cases, Tata McGraw-Hill Publishing Company Limited, Delhi.
Auranzeb, N., & Bhutto, A. (2016). Influence of talent management in enhancing organization performance: Evidence from service sector companies in Pakistan. Industrial Engineering Letters, 6 (6), 50, 55.
Babbie, E. & Mouton, J. (2001). The practice of social research: South African edition. Cape Town: Oxford University Press.
Bhatnagar, J. (2007). Talent management strategy of employee engagement in Indian ITES employees: key to retention. Employee relations, 29(6), 640-663.
Bibi, M. (2018). Impact of Talent Management Practices on Employee Performance. SEISENSE Journal of Management, 2(1), 22-32.
Bolander, P, Werr, A & Asplund, K, (2017). The practice of talent management: a framework and typology. Personnel Review, 46(8), 1523-1551.
Brown, K. G. (Ed.). (2017). Workplace Learning from Other Lenses. In The Cambridge Handbook of Workplace Training and Employee Development (pp. 519–644).
Cammann, C., Fichman, M., Jenkins, D. &Klesh, J. (1979). The Michigan Organizational Assessment Questionnaire. University of Michigan, Ann Arbor, Michigan.
Cappelli, P. (2008). Talent Management for the Twenty First Century. Harvard Business Review, 86(3), 74-81.
Charan, R., Drotter, S. & Noel, J., (2001). The Leadership Pipeline: How to Build the Leadership Powered Company, Jossey-Bass, San Francisco, CA.
Cooper, D., Robertson, I. & Tinline, G., 2003. Recruitment and Selection: A Framework for Success. London: Thomson.
Cresweel. (2014). Research design: Qualiative, quantitative and mixed methods approaches.
Gamage, A. S. (2014). Recruitment and selection practices in manufacturing SMEs in Japan: An analysis of the link with business performance. Ruhuna Journal of Management and Finance, 1(1), 37-52.
Grille, A., & Kauffeld, S. (2013). Evaluating Training Programs: Development and Correlates of the Questionnaire for Professional Training Evaluation. International Journal of Training and Development. 17, 135-155. Retrieved from http://dx.doi.org/10.1111/ijtd.12005.
Guthridge, M., Komm, A.B., and Lawson, E. (2008). ‘Making Talent a Strategic Priority,’ McKinsey Quarterly, 1, 48–59.
Kehinde, J.S. (2012). Talent management: Effect on organizational performance. Journal of Management Research, 4(2), 178.
Kontoghiorghes, C. (2016). Linking high performance organizational culture and talent management: Satisfaction/motivation and organizational commitment as mediators. International Journal of Human Resource Management, 27(16), 1833–1853.
Montan, H. and Charnou, B. (2002). Human Resource Practices and Firm Performance of Multinational Corporations: Influences of country of origin. Journal of International Human Resource Management, 9, 632-652.
Oehley, A. M., & Theron, C. C. (2010). The development and evaluation of a partial talent management competency model. Management Dynamics, 19(3).
Plessis, L. D. (2010). The Relationship between Perceived Talent Management Practices, Perceived Organizational Support (POS), Perceived Supervisor Support (PSS) and Intention to Quit amongst Generation Y Employees in the Recruitment Sector, University Of Pretoria.
Sadri, G., & Bowen, R. C. (2011). Meeting employee requirements: Maslow’s hierarchy of needs is still a reliable guide to motivating staff. Industrial Engineer, 43(10), 44-48.
Sonnenberg, M. (2011). Talent – Key Ingredients, Accenture Talent & Organization Performance.
Stewart, J. and Knowles, V. (2000). Graduate recruitment and selection practices in small businesses. Career Development International Review, Vol. 5, No. 1, pp. 21-38.
The McKinsey Quarterly, (2006). Building a nimble Organization: A McKinsey Global Survey.
Tiwari, U & Shrivastava, D (2013). Strategies and Practices of Talent Management and Their Impact on Employee Retention and Effectiveness. The International Journal of Management, 2(4).
Theron, M., Barkhuizen, E.N., & Du Plessis, Y. (2014). Managing the academic talent void: Investigating factors in academic turnover and retention in South Africa. South African Journal of Industrial Psychology, 40(1), 1-14.
