Talent Retention and OrganizationalPerformance: A CompetitivePositioning in Nigerian Banking Sector

The study examined how best an organization can retain and manage talented employees to ensure survival and growth in the banking industry. The descriptive research design was adopted. The survey sample size was one hundred and eighty five (185) and was analysed as a whole. Self-administered questionnaire was adopted in order to obtain adequate and valid data for the study and the responses obtained were subjected to some analyses with the use of Statistical Package for Social Sciences (SPSS) AMOS 21, with the adoption of Structural Equation Modelling (SEM) to obtain correlation between observed variables and also regression between the dependent and independent constructs of the study. However, the results from the survey indicate that pay has positive significant implications on employees’ commitment and involvement. This suggests that decision makers should incorporate these variables (salary, bonus, incentives, reward, and profit sharing) into their employment relation strategies and policies which ultimately lead to increase the level of commitment and involvement among the employees.

[1]  K. Clarke.  What businesses are doing to attract and retain employees--becoming an employer of choice. , 2001, Employee benefits journal.

[2]  C. Tansley,et al.  Talent management: design, implementation and evaluation , 2008 .

[3]  R. Kearney,et al.  Anticipated Changes in Human Resource Management: Views from the Field , 2001 .

[4]  Modeling the Relationship between Motivating Factors; Employee' Retention; and Job Satisfaction in the Nigerian Banking Industry , 2014 .

[5]  A. Adeniji,et al.  A MODELLING RELATIONSHIP BETWEEN WORK SATISFACTION AND FACULTY PERFORMANCE IN THE NIGERIAN PRIVATE UNIVERSITIES , 2014 .

[6]  Lance A. Berger,et al.  The Talent Management Handbook: Creating Organizational Excellence by Identifying, Developing and Promoting Your Best People , 2003 .

[7]  Craig R. Taylor,et al.  Talent Management: Trends That Will Shape the Future , 2004 .

[8]  Jyotsna Bhatnagar.  Managing capabilities for talent engagement and pipeline development , 2008 .

[9]  P. O. Pablos.  Human resource management systems and their role in the development of strategic resources: empirical evidence , 2004 .

[10]  G. Lubitsh,et al.  Courage in the face of extraordinary talent: Why talent management has become a leadership issue , 2007 .

[11]  Raduan Che Rose,et al.  The influence of organizational and human resource management strategies on performance , 2006 .

[12]  Cheryl Farley,et al.  HR's role in talent management and driving business results , 2005 .

[13]  J. Oakland,et al.  Current people management activities in world-class organizations , 2001 .

[14]  Rizwana Khurshid,et al.  Managing talent for competitive advantage , 2016 .

[15]  J. W. Atkinson.  Motivational determinants of risk-taking behavior. , 1957, Psychological review.

[16]  J. Stephen Heinen,et al.  Managing talent to maximize performance , 2004 .

[17]  Tad Hogg,et al.  Training and Turnover in the Evolution of Organizations , 1997 .

[18]  Edward L. Deci,et al.  The effects of contingent and noncontingent rewards and controls on intrinsic motivation , 1972 .

[19]  W. Rothwell,et al.  Putting success into your succession planning , 2002, IEEE Engineering Management Review.

[20]  J. Conger,et al.  Developing your leadership pipeline. , 2003, Harvard business review.

[21]  Barbara B. Moran,et al.  Library and information center management , 1993 .

[22]  Alf Crossman,et al.  Satisfaction with performance appraisal systems , 2004 .

[23]  Av Crossman,et al.  Satisfaction with performance appraisal systems: a study of role appraisal systems , 2004 .

[24]  E. Lawler.  FROM HUMAN RESOURCE MANAGEMENT TO ORGANIZATIONAL EFFECTIVENESS , 2005 .

[25]  H. Falola,et al.  Induction and Staff Attitude towards Retention and Organizational Effectiveness , 2014 .

[26]  S. Parker.  Work and the Nature of man , 1969 .

[27]  F. Becker.  Organizational Ecology and Knowledge Networks , 2007 .

[28]  T. Huang.  Succession management systems and human resource outcomes , 2001 .

[29]  F. Becker.  Organisational ecology and knowledge networks , 2007 .

[30]  Allan Schweyer,et al.  Talent Management Systems: Best Practices in Technology Solutions for Recruitment, Retention and Workforce Planning , 2004 .

[31]  Kevin Groves,et al.  Integrating leadership development and succession planning best practices , 2007 .

[32]  Eddie W.L. Cheng,et al.  The influence of job and career attitudes on learning motivation and transfer , 2001 .

[33]  R. Rasouli,et al.  A Model for the Relationship between Work Attitudes and Beliefs of Knowledge Workers with Their Turnover Intention , 2014 .

[34]  Clayton Glen.  Fostering talent opportunity: getting past first‐base , 2007 .

[35]  J. Hughes,et al.  Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations , 2008 .

[36]  Norma D’Annunzio-Green,et al.  Managing the talent management pipeline: Towards a greater understanding of senior managers' perspectives in the hospitality and tourism sector , 2008 .

[37]  A. Maslow.  Motivation and Personality , 1954 .

[38]  S. Burgess,et al.  The Role of Incentives in the Public Sector: Issues and Evidence , 2003 .

[39]  B. Thiers.  Impact of financial incentives on clinical autonomy and internal motivation in primary care: ethnographic study , 2008 .

[40]  Adrian John Wilkinson,et al.  Core Personnel and Development , 2000 .

[41]  T. Baum,et al.  Human resource management in tourism. , 2004 .