TALENT MANAGEMENT: A STRTEGIC APPROACH TOWRDS ORGANIZATIONAL EFFECTIVENESS Dipika Sharma *1, Bhumika Raval 2

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1 ISSN: IJMRR/Jan. 2017/ Volume 7/Issue 1/Article No-5/36-42 Dipika Sharma et. al., / International Journal of Management Research & Review ABSTRACT TALENT MANAGEMENT: A STRTEGIC APPROACH TOWRDS ORGANIZATIONAL EFFECTIVENESS Dipika Sharma *1, Bhumika Raval 2 1 Asst. Prof, Chaudhari Technical Institute, Gandhinagar, Gujarat, India. 2 Asst. Prof, Chaudhari Technical Institute, Gandhinagar, Gujarat, India. Present study is focusing on to find out the impact of 3 dimensions namely ability, motivation, and opportunity of Talent Management on the Organizational Effectiveness. For this study, 3 different companies of G.I.D.C Gandhinagar, Gujarat were surveyed. Researchers believe that competitive advantage in the Market can be gained through Talent Management. A survey was conducted through structured questionnaire for the selected organizations of G.I.D.C. Gandhinagar. The questionnaire was divided into 2 sections. Through this research it can be concluded that all of the 3 dimensions of Talent Management were important. Human Resource Policy, Ability and Motivation, Training & Development, having a positive impact on perceived Organizational Effectiveness. However, opportunity had no impact on perceived organizational effectiveness. Keywords: Talent Management, Organizational Effectiveness, competitive advantage. 1. INTRODUCTION Talent Management is a set of integrated organizational HR processes designed to attract, train, motivate, and retain productive employees. The goal of talent management is to create a high-performance, sustainable organization that meets its strategic and operational goals. Talent management is gaining a top priority for organizations across the world. Talent management was initially designed to improve the process for recruiting and developing people with the required skills and aptitude to meet current organizational needs. Organizations success depends upon the commitment and performance of employees. Talent has become the key differentiator for human capital management and for leveraging competitive advantage. Right talent is the greatest asset for any organization. In fact, it is one of the most important roles of HR to make sure employees with the right skills stick with the company for long period. Talent management (TM) aligns number of important human resources (HR) and management initiatives. Quite often, organizations adopting a TM approach focus on cocoordinating and integrating like: Recruitment: It ensures the right people are attracted to the organization. Retention: Developing and implementing practices that reward and retain employees. *Corresponding Author 36

2 Employee Development: It ensures continuous informal and formal learning and development. Leadership and "high potential employee" development: It includes specific development Programs for existing and future leaders. Performance management: specific processes that nurture and support performance, including feedback and performance measurement. Workforce planning: planning for business and general changes, are including the older workforce and current/future skills shortages. Culture: development of a positive, progressive and effective performance "way of operating" AMO Framework was developed by Appelbaum et al. (2000). It proposes that the employee performance (P) is a function of the employee s ability (A), motivation (M) and opportunity (O) to perform. Global Talent management should give talented employees the opportunity to develop themselves who are having extraordinary potential and abilities to achieve a high performance, and who are highly motivated, that leads to the organizational effectiveness. AMO Model can be formulated in terms of function as: P = f (A, M, O) where, P is the performance of the talented employee, which is directly proportional to the organizational effectiveness A is the ability of the talented employee to perform M is the motivation of the talented employee to attain goals 2. STATEMENT OF THE PROBLEM The notion that people can be managed is a thought we need to put it rest. So talent management as a practice becomes a challenging but creative task of managing an asset, which is always referred as such but treated as a liability. People as important stakeholder can from short- changed to being long term economic value to the investors. Having understood the problems faced by HR practitioners on the above issue, the key question remains unanswered is how can companies recruit, manage and retain Talent. One of the key elements is to understand that this generation is different and has a set of needs that are totally One of the key elements is to understand that this generation is different and has a set of needs that are totally divergent to its predecessor generation. The researcher is not suggesting a solution that encourages pampering and accepting whatever is asked for by the Gen Y Employee, but a view that performance management, talent management and developing the workforce as a practice that needs fresh thinking. A society of Dreamers : Tom peters in his articles talks about Dream Society where everyone has aspirations to become a Star or Someone in their lifetime. The above dream of Tom peters will remain as dream if the talents are not managed in the current era. 3. HYPOTHESES H 0 : Ability has no impact on Organizational Effectiveness. Copyright 2016 Published by IJMRR. All rights reserved 37

3 H 1 : Ability has a positive impact on Organizational Effectiveness. H 0 : Motivation has no impact on Organizational Effectiveness. H 2 : Motivation has a positive impact on Organizational Effectiveness. H 0 : Opportunity has no impact on Organizational Effectiveness. H 3 : Opportunity has a positive impact on Organizational Effectiveness. 4. OBJECTIVES 1.To identify relation between talent management and the age of the employees 2.To indentify the relation between gender and talent management in the organization 3.To distinguish impact of talent management on the organization effectiveness 5. RESEARCH METHODOLOGY The important purpose of this research is to examine five different dimensions of Talent management on organizational success. For this purpose, 3 companies namely Kalptaru, Gujarat Patronet, Circuit System of G.I.D.C Gandhinagar were selected as a population thus this part of paper discusses the methodology of the research which is used in this study. Population : Sample size: Type of Research: Type of sampling Data Collection Method Type of Data Primary Data Secondary Data: Research Design 6. DATA ANALYSIS AND INTERPRETATION Employees of Kalptaru, Gujarat Patronet, and Circuit system of G.I.D.C Gandhinagar Here sample size is 50 is taken Present research is Quantitative Research Here Simple random Sampling has been used by researcher Survey Method has been used Primary and Secondary Data have been used. Structured Questionnaire has been used. Table No 1: Organizational effectiveness through Ability Magazines, Documentary, Books, Records, Reports, Journals and Internet etc have been used to collect secondary data. Descriptive design S. No. Organizational effectiveness through Ability 1. Cultivation of decision making abilities of employees 2 Encouragement to creative solution in organization 3 Periodic arrangement for refresher training Strongly agree Agree No Strongly Total Copyright 2016 Published by IJMRR. All rights reserved 38

4 From Table 1 it can be concluded that 23, 24, 22 out of 50 employees strongly agree that by cultivation of decision making, Encouragement to creative solution, Periodic arrangement for refresher training for individual employees will increase employee ability that can increase organization effectiveness.17,20,18 out of 50 are agree and 6, 2, 4 out of 50 are. Table No 2: Organizational effectiveness through Motivation S Organizational effectiveness Strongly Agree No Strongly Total No. through Motivation agree 1. Supportive company culture Career advancement opportunity 3 Work recognition From Table 2 it can be concluded that 24, 21, 25 out of 50 employees strongly agree that by Supportive company culture, Career advancement opportunity, Work recognition to the employees will increase employees motivation that positively affect organization effectiveness.16,23,15 out of 50 are agree and 5,1, 4 out of 50 are. Table No 3: Organizational effectiveness through Opportunity S. Organizational effectiveness Strongly Agree No Strongly Total No. through Opportunity agree 1. Opportunity to gain new skills Opportunity for personal development 3 Professional learning and growth opportunity Copyright 2016 Published by IJMRR. All rights reserved 39

5 From Table 3 it is found that 23, 20, 14 out of 50 employees strongly agree that by Opportunity to gain new skills, opportunity for personal development, Professional learning and growth for individual employees can increase organization effectiveness as the opportunity for the individual employees in the organization increases.19, 23, 26 out of 50 are agree and 4, 2, 4 out of 50 are Table No 4: Organizational effectiveness through Employees performance S. Organizational Strongly Agree No Strongly Total No. effectiveness through agree 1. performance Work stress Effective and motivational leadership 3 Employee friendly organization policy 4. Effective implementation succession planning of From Table 4 it is observed that 27, 26, 19, 22 out of 50 employees strongly agree that by Work stress, Effective and motivational leadership, Employee friendly organization policy, Effective implementation of succession planning for individual employees have positive impact on the employee performance that can increase organization effectiveness.15, 17, 21 and 18 out of 50 are agree and 4, 2, 4 and 3 out of 50 are with this statement. Copyright 2016 Published by IJMRR. All rights reserved 40

6 7. LIMITATION OF THE STUDY 1. The sample population was small in compare to the actual population 2. The study is based on the employee s individual perception, so sometimes do not provide true information or may not fill the questionnaire with interest. 3. Some of the employees were not cooperating while filling the questionnaire as they were tired after the job. 4. Due to lack of time and resources the study was not conducted at large level. 8. CONCLUSION This study revealed that talent management become increasingly important to the survival of the profit organization in the global and highly competitive business environment today. It is of value that firms should give importance to the issue of talent management, the fact that mobility of labor is very high today cross national and international border made talent management issue of import to modern management and government especially in developing nations. It is equally of value that firms should train and retrain their work force to develop needed talent in the staff. The correlation between profitability and talent management cannot be overemphasized. It was therefore recommended that Talent management scheme should be used for all categories of staff within the firm that has special talent. Firms should separate between their talent management scheme and the total human. Recourses management style of the firm. Talent management should be result oriented and not other human resources. Management style without result in focus. The government in the developing nations especially should take the issue of Talent Management very important in their economics policy from time to time; a pure capitalist REFERENCES [1] Subba Rao P. Personnel Human Resource Management, Himalaya Publications. [2] Dessler G. Human Resource Management 10 th ed., Pearson, Inc., [3] Larry I. Talent Management, Cengage learning publication, [4] Mandloi N. Talent management: A strategic approach towards growth in IT. Research conference on Innovative Business Strategies, SIBM, Pune, th March. [5] Dhanabhakyam M, Kokilambal K. A Study on existing Talent Management practice and its benefits across industries. IMPACT: International Journal of Research in, Business Management (IMPACT: IJRBM). [6] Naik SA. Impact of talent management on the Performance of an organization with Special reference to ABG, Pipapav, Bharati Shipbuilding industries. [7] Ashton C, Morton L. Managing Talent for competitive advantage. CRF Publishing 2005; (5): [8] HRM Review, Talent management, The ICFAI University Press, October [9] Frank FD, Taylor CR. Talent Management: Trends that Will Shape the Future. HR. Human Resource Planning 2004; 27(1): Copyright 2016 Published by IJMRR. All rights reserved 41

7 [10] Cunningham I. Talent Management: making it real. Development and Learning in Organizations 2007; 21(2): 4-6. [11] Aswathappa K. Human resource and Personnel Management, Tata McGraw Hill, [12] Kothari CR. Research Methodology Methods & Techniques, New age International Publishers, 2 nd Revised Edition, [13] Reddy PN, Gulshan SS. Principles Business Organizational Management, Eurasia Publishing House,1990. Copyright 2016 Published by IJMRR. All rights reserved 42