EMPLOYEE RETENTION THROUGH MOTIVATION

Talent management is one of the most prominent strategies to manage employee turnover and retention in modern organizations (Kumar,n.d). As per (Kumar, S, n.d), compensation, limited career opportunities, role stagnation, mismatch of job profile, job stress and work-life imbalance, odd working hours, lack of authority provided to accomplish one’s task, marriage, social pressure, the brand image of a new company, lack of good working conditions are some of the reasons for employee attrition. To retain talent, compensation and benefits are more important. Pay appropriate salaries, provide financial and non-financial benefits, indirectly motivate employees, and critically decide the organization's success (Harika and Bindu, 2020).

 

Among many different motivational theories and strategies ‘Maslow’s Hierarchy of Needs’, derived by Abraham Maslow (1908-1970), and has still functioned. Based on human needs, the hierarchy pyramid has been designed. Five key factors are identified in the hierarchy as in figure 1. Physiological needs as being the basic needs for humans the model evolves into more complex needs. The model suggested first to deal with basic needs and when basic needs are satisfied, gradually go up to the top level by fulfilling motivation needs in each level.  Maslow described so like this, human behavior drives to fulfill each level and move to the top (MacPearson, 2019). Video 1 explains Maslow’s hierarchy of needs and its five levels. 

Figure 1:  Maslow’s Hierarchy of Needs.

 

(Source: MacPearson, 2019)

Five levels of Maslow’s Hierarchy of Needs.

             - The Need for Self-Actualisation

             - The Esteem Needs

             - The Love Needs (Social Needs)

             - The Safety Needs

             - The Physiological Needs
                                        (Source: Maslow, 2018)

Video 1: Maslow’s Hierarchy of Needs.

Source: Khan Academy, n.d)

By looking at Maslow’s Hierarchy, compensation, good working environment, welfare, job security, safe working conditions, retirement funds/ pension, good working relations (causes to reduce job stress), recognition, job title and responsibilities, challenging work, opportunities for creativity and professional advancement are remedies for the employee retention.

Apart from just paying perks and wages in a conventional way, modern organizations motivate employees through rewards for performance excellence, personal motivation, maintaining loyalty, and job satisfaction. In fact, that will keep employees engaged with the process which improves organizational effectiveness via innovation. Finally, that makes employees are motivated and sustained with the organization.

List of references:

•  Harika, T and Bindu, NH (2020), ' Employee Retention', International Journal in Management and Social Science, vol. 08, issue 03.

• Khan academy, (n.d), Maslow’s Hierarchy of Needs, online video, viewed by 8^th September 2021, < https://www.khanacademy.org/test-prep/mcat/behavior/theories-personality/v/maslow-hierarchy-of-needs>.

•  Kumar,S (n.d), 'Impact of Employee Attrition on People Management in Organisations'.

• Kumar,S (n. d), 'Talent Management - A Strategic Tool For Employee Turnover & Retention', Emerging Concepts in Marketing and Human Resource Management, pp.99-101.

• MacPearson, A (2019), ‘Motivating Millennials: the journey to project success’, University of The West of Scotland.

• Maslow, AH (2018), 'A Theory of Human Motivation’ 1st edition, Wilder Publications Incorporation, USA.

TALENT MANAGEMENT TRENDS

 With the vast technological development in the 21st century, organizations focus on talent management to emphasize employee advancement (Arif and Thakkar, 2015). People and their talents are the most crucial measures of an organization's success (Lawler and Mohrman, 2003). Figure 1 illustrates, a comparison of priorities of the environment in the past and at the present and this illustrates how important talented people are in modern organizations, today.

Figure 1: Comparison of priorities of the environment in the past and at present

(Source: Michaels, Hanfield-Jones, Axelrod: The War for Talent, 2001, p. 6)

To boost up the talent in organizations, it is vital to track new trends. To obtain the competitive advantage of business, not only a successful and effective talent management system but also a methodological approach is required (Egerová, et al. 2013). Due to various economic, demographic, and technological factors, there are many trends and challenges have been created (Arif and Thakkar, 2015). According to Szaban (2011), "technical and technological changes; necessity to manage migrations of employees; historic and social conditions; degree of standardization in the area of concepts and practical procedures, and in the area of modernization of Human Resource Management and Talent Management processes; social changes taking place because of limitations connected with demographics and availability of new generation candidates on the labor market; opening of the European market and emerging opportunities for free flows of talented workers; employees’ desire to keep work and life balance, and to develop their own professional careers; the possibility of telework; development of outsourcing and offshoring in the area of Human Resource Management and Talent Management" (Egerová, et al. 2013)."Digitalization, lack of manual workers, growth through gaining, the concurrent process of decrease and increase, demographic changes in the workforce and globalization are only some of the trends that have made talent a decisive priority "(Lawler and Mohrman, 2003).

Figure 2: Factors shaping the future of work in 2020 and beyond.

(Source: Talent Management Institute, 2020)

According to the Figure 2, Talent Management Institute has identified five factors that shape future work in organizations. Social media and the internet do a major impact on organizations and support for employees to connect, communicate, and create communities. LinkedIn, Face book and Twitter are well-known social media platforms, for organizations to acquire, attract and recruit talent. With the development in mobile technology, internet facility is no longer a miracle. Therefore, it is a new trend for organizations to acquire full-time employees as well as contractors and visiting consultants (Arif and Thakkar, 2015; Verma, R, n.d). Software and service applications have become a necessity in accounting and invoicing trades (Corsello, 2012). The cost of transportation and communication has been reduced with the development of science and technologies. As a result of this, in the 21st-century globalization has developed faster and many organizations have a perspective of outsourcing talent, apply new approaches to recruit, retain and develop global talent (Egerová, et al. 2013; Shangquan, 2000). "Staff mobility is defined as the lateral shift causing movement of individuals from one position to another and usually without involving any market change in duties and skills and responsibilities needed for compensation" (Mamoria, 2001). According to Brett & Reilly (1988), demographic characteristics are the reason for staff mobility and "it includes many variables such that age, career and family stage, spouse employment status and job involvement, number and age of children, functional specialty, education, income, past move history, and the like (Timothy, 2014). Figure 2 shows that the millennial workforce is another factor affecting the future of work. Millennials or the Gen Y group people are born between 1980-2000 (figure 3). They have grown up in the 21st century with technological facilities. Technology is in their hand. Internet and email, social networks, smartphones, tablets are nothing new for them (Raina, viewed on 5^th September 2021). 

Figure 3: work force development.

(Source: Raina, viewed on 5^th September 2021)

Due to globalization and demographic differences, workforce diversity increases. A more diverse pool of talent brings new opportunities, diversity in innovations and leads to better outcomes, but it may also carry risks related to team cohesion, cultural bias, short-term performance, and communication gaps. Strategically diversity can be used to minimize the conflicts between groups. Most of the time clashes, friction, and communication lapses may occur between individuals due to age, cultural and social multiplicity. Grouping them based on approximation diversity could help to extort maximum output for the betterment of the organization ( Arif and Thakkar, 2015).

List of references: 

• Arif, S, and Thakkar, S (2015), 'Trends in Talent Management', International Journal on Recent and Innovation Trends in Computing and Communication, vol. 3, issue 2, pp. 899-902.

• Corsello, J (2012), 'Maximizing talent management through the cloud: New technologies offer opportunities to develop skills and careers', Human Resource Management International Digest, vol. 20, issue 4, pp. 27–30.

• Egerová, D et al. (2013), 'Integrated   Talent Management- Challenge and Future for Organizations in Visegrad Countries',   Czech Republic by NAVA.

• Lawler, EE, and Mohrman, SA (2003), 'HR as a Strategic Partner: What Does It Take to
  Make It Happen?', Human Resource Planning, vol. 26, issue 3, pp. 15-29.

• Mamoria, CB (2001), 'Personnel management', 21st edition.

• Michaels, E, Handfield-Jones, H, and Axelrod, B 2001, 'The War for Talent', Boston:
  Harvard Business School Press.

• Raina, R (n.d), 'Engaging Indian Millennial @workplace', viewed 5th September 2021, < https://www.shrm.org/shrm-india/documents/emaw8.pdf>

• Shangquan, G, (2000), ' Economic Globalization: Trends, Risks and Risk Prevention', USA.

• Talent Management Institute, (2020), '2020 Talent Management Trends For The Future Of Work', weblog, Feb 19, 2020, viewed 5th September 2021, <https://www.tmi.org/blog/2020-talent-management-trends-for-the-future-of-work>

•  Timothy, LM (2014), ' Effects of Employee Mobility on Performance', A Research Project Submitted To MOI University, Eldoret West Campus School of Business and Economics, September 2014.

• Verma, R, (n.d), ‘Role of Social Media in Maintaining Talent Pool’, Jayoti Vidyapeeth Women’s University, Jaipur, India.

EMPLOYEE RETENTION THROUGH TALENT MANAGEMENT IN AVIATION INDUSTRY

 

McKinsey has defined talent as “the sum of a person's abilities, his or her intrinsic gifts, skills, knowledge, experience, intelligence, judgment, attitude, character, and drive. It also includes his or her ability to learn and grow’’ (Joseph and Sridevi, 2015).In modern organizations, an imperative effort emerged on talent management. Recruit, retain, and develop the most talented employees in organizations is highly accomplished (Aakanksha and Navoditha, 2014). Baum (2008) said that identifying talented employees, developing them in the dynamic business environment, and retaining them in the organization makes sure that the organization successfully manages talent (Kumar,n.d).

Kumar (n.d) has stated even though talent management looks similar to human resource management, when focussing employees, human resource management focuses all employees equally while talent management concerns only high potential employees. Hence Tiwari and Shrivastava (2013) has showed that the human resource department plays a significant role in designing policies, practices and strategies to retain the high potential human resource. 

In 2001 Human Resources Study of Commercial Pilots in Canada has done research on pilot turnover. According to this research, the employee turnover rates in the aviation industry has explained in Table 1 and Figure 1. The highest 27.4% of companies have shown annual turnover rate, over 30%. As per the operation 33.8% of Air Taxi group, 50% of Cargo operation group and 50% of commuter operator group have shown over 30% of annual turnover rate (Kiernan, 2018).

Table 1: Turnover Rates as Percentage of Pilot Pool According to Company Type

(Source: Kiernan, 2018)

Figure 1: Percentage of companies reporting turnover rates of the pilot pool by category. Adapted from “Human Resources Study of Commercial Pilots in Canada” by the Air Transport Association of Canada, 2001.

(Source: Kiernan, 2018)

A case study has been done for a part 135 cargo carrier aircraft pilots in SHRM (2014) by using Hinkin and Tracey’s (2000) model. Hinkin and Tracey’s (2000) model divided total cost into five different categories: separation, recruiting, selection, hiring, and lost-productivity costs. According to this study, amount of turnover cost by category is given in Table 2 and Figure 2. The cost is shown in $ (Kiernan, 2018).

Table 2: Turnover Costs ($) by Category.

(Source: Kiernan, 2018)

Figure 2: Turnover Costs for Part 135 Carrier by Category.

(Source: Kiernan, 2018)

As per table 2, the cost of turnover per employee was $17,406, which represents 43% of the average pilot’s salary of $40,000. The actual pilot turnover rate for the Part 135 carrier used in this study was 46%. The total turnover cost for this carrier was calculated but is not presented for confidentiality reasons. As per this study, they have understood that turnover is an important issue in Part 135 operations, and the turnover costs have become a burden on carriers (Kiernan, 2018).

Katie Bardaro, lead economist at PayScale, Inc. says that employee loyalty to the organization has been reduced over generations. In such an atmosphere, organizations need to pay more attention to assess this, find reasons and improve retention strategies (Joseph and Sridevi, 2015). Harika and Bindu (2020) have defined employee retention, as it is “a procedure where the employees are motivated to retain in the organization for more time period or until the project get completed”. Talent management plays an indispensable role, with many benefits to motivate people, increase performance and engagement factors to retain top talent in organizations while increasing productivity, capability, satisfaction, commitment, career development, make the better linkage between individuals' efforts and business goals, increase bench strength and retention rates and further significantly decreases turnover rates and reduce turnover expenses (Yadav  and Mehlawat, 2011; Kumar,S, n.d).

Figure 3: Career development is one key aspect of talent management.

(Source: Nagarathanam, 2018)

Carrier development is one important aspect of talent management. Moreover, employee retention can be predicted by analyzing the carrier development practices in the organizations  (Marsden, 2002). According to him, carrier development will be a variable in employee retention. According to the research done by Nagarathanam, in 2018 to identify the impact of career development practices on employees’ retention in the Qatar aviation industry. It was observed that the relationship between carrier development and employee retention is statistically significant. According to the research outcome, 37.6% of the sample population retain in the Qatar aviation industry as a result of Qatar carrier development practices. 

A similar type of study has been done in the Indian aviation sector to find out the reason for trained pilots are absorbed by other airlines within and outside of India. As a result of that newly recruited pilots have to be trained, which is a huge financial burden to airlines. The study was done with the participation of 225 commercial airline pilots from different Indian airlines. Findings were revealed that several factors which are associated with lapses in the talent management process in the sector, affect the retaining of pilots. Those were employee-friendly recruitment policy, the impact of external factors, lack of employee branding, and self-advancement opportunities. The study itself suggested having positive working culture and working environment, create opportunities for individual carrier enhancements.

Both these studies have shown the employees willingness to stay longer period with the organization is related to individual level of satisfaction about the workplace talent management process and eventually, that would improve the organizational processes and functions effectively.

List of references: 

•  Aakanksha, N. & Navoditha, C (2014), 'Talent management', Bhartiya Bhasha, Shiksha, Sahitya evam Shodh, vol. 5, issue 5, pp. 49-55.

• Harika, T and Bindu, NH (2020), ' Employee Retention', International Journal in Management and Social Science, vol. 08, issue 03.

• Joseph, D and Sridevi, S (2015), ' Effective Onboarding As A Talent Management Tool For Employee Retention', International Journal in Management and Social Science, vol.03, issue 07, pp. 175-86.

•  Kiernan, KM (2018), 'Calculating the Cost of Pilot Turnover', Journal of Aviation/Aerospace Education & Research, vol. 27, no. 1, pp 49-69.

•  Kumar, S (n. d), 'Talent Management - A Strategic Tool For Employee Turnover & Retention', Emerging Concepts in Marketing and Human Resource Management, pp.99-101.

• Kumar, S (n. d), 'Impact of Employee Attrition on People Management in Organisations'.

• Marsden, A (2002), 'Handle with care'. Cimansider, July.

• Nagarathanam, R, Venkitasamy, S and Attiah, EM (2018), 'The Impact of Career Development Practices on Employees' Retention in Qatar Aviation Industry', ASCENT International Conference Proceeding - Accounting and Business Management, pp 325-30.

• Shanker, M (2020), 'Recruitment process and its impact on retention of commercial pilots in Indian aviation industry', Business Process Management Journal, vol. 26, no. 3, pp. 736-751.

• Tiwari, U and Shrivastava, D (2013), 'Strategies and Practices of Talent Management and Their Impact on Employee Retention and Effectiveness', The International Journal of Management, vol. 2, issue 4.

• Yadav, V and Mehlawat, S (2011), ' Improving Employee Satisfaction Through Talent Management', International Research Journal of Management Sociology & Humanity,  vol. 2, issue 3, pp. 62-5.

EFFECTIVENESS OF TALENT POOL IN MODERN ORGANIZATIONS.

 

The talent pool is a group of employees who are being trained and developed to undertake organizational responsibilities in the future (Lauby,2018). A famous Chinese proverb says, “Every generation will reap what the former generation has sown”. Stability, integrity, continuous growth and development of organizations, depend on both current employees as well as the future talent. This explicates the importance of building talent and incorporating new talent with necessary skills to align to achieve the future success of the organization (Benoy and Gracias, 2015). Boudreau and Ramstad (2005) said that identifying and developing high potential individuals who are considered as the talent pool is an important concept for the organization. Most importantly they would move into future leadership roles in the organization(Keçecioğlu and Yilmaz, 2014).As per Maragia (2013), “workforce demographics, global competition, mergers, acquisition volumes, and technology” would lead a talent pool to take up leadership responsibilities.

Zuboff (1988) considered talent, as value-adding to the organization. Focussing on the talent pool would be the biggest value for the organization. With the talent pool perspective, the competencies and values of employees are developed instead of developing specific position skills. This leads to successful succession planning within the organization (Lauby, 2018; Keçecioğlu and Yilmaz, 2014). Jiang & Klein (2002) has shown that many organizations pay attention to create “a feeder system”, which can feed management positions with high potential employees. This feeder system is similar to a system like succession planning. Lack of succession planning causes employees to dissatisfy about the organization and results in decreased performance and retention rate (Maragia, 2013).

Training and development is a primary factor for an effective talent pool. According to Pulse talent report, “44% of Companies have a formalized training program for project managers”. By providing required skills and competencies through training and development programs organizations can make a successful talent pool (Benoy and Gracias, 2015). A leading airline in Sri Lanka has a training facility attached to the organization to train and develop the necessary talent, required for the organization. As an advantage of this, the organization could create a talent pool in different fields. Airline ticketing training programs, Aircraft maintenance and engineering training, Airline cabin crew training, Flight Simulator training, Cargo training programs and Travel and tourism training programs are some of the available programs. Details are available in the International Air Transport Association (IATA, 2021) website and SriLankan Aviation College website (SriLankan Aviation College, 2018) . Further to that Srilankan airlines - Aviation college LinkedIn web page, emphasizes "SriLankan's International Aviation Academy caters to manpower requirements of airlines, airports, travel agents, and other aviation industry organizations of both local and overseas" (Linked-in, 2021). Figure 1 shows a picture taken during a Himalayan Airline Cabin Crew Training program. Figure 2 shows, a picture was taken during  Aircraft Maintenance Training program.

Figure 1: Himalaya Airline cabin crew training program.

 (Source: SriLankan Aviation College.)

Figure 2: Aircraft Maintenance Training program - Inspection of Main Landing Gear.

(Source: SriLankan Aviation College.)

As per Lauby (2018), there are four steps, to develop an organizational talent pool.

Step 1: 

Review the organizational strategies and identify competencies required to develop talent pool.

 

Step 2: 

Assess and identify the company's current talent to identify any skills gaps through Performance reviews, assessments and interviews.

 

Step 3:

Create internal and external training and project-based learning that will help employees to learn the skills they need.

 

Step 4: 

Conduct regular talent assessments, observe market conditions, monitor progress, and make regular adjustments. 

The talent pool can be an internal source or an external source (Khzam, 2015). Recruiting employees from an external source like Linked in, Twitter or Facebook is an instance for using an external source (Verma, n.d). Cruz (n.d) has given an example for using an external talent pool to recruit employees in B/E Aerospace, a world-leading organization for interior cabin products, fastener distribution, and logistical services for commercial, business, and military aircraft. As per McCartney and Garrow (2006) and Byham (2002), Either internally or externally the most important thing is having a talent pool that increases employee engagement, cross-company support, personalized growth opportunities, reduces employee turnover, and most prominently retaining talent (Syam, n.d).

List of references:

• Benoy, J and Gracias, N (2015), ‘Strategic Talent Management: A Proposed Model for Building Talent Pipeline of Project Managers’, International Journal of Management (IJM),  vol 6, Issue 7, pp 67-83.

• Cruz, EL (n.d), ‘Data Driven Recruiting’, Linked-in Talent Solutions.

• IATA, (2021), 'SriLankan Aviation College', viewed 3 September 2021, <https://www.iata.org/en/training/courses/partner-network/srilankan-aviation-college/145569/>.   

• Keçecioğlu, T and Yilmaz, MK (2014), ‘An Application on the Brand of Talent Management Perspective’, Journal of Yasar University, vol 9, no 35, pp 6235-44.

•  Khzam, MA (2015), ‘Talent management Research and overview’.  

• Lauby, S 2018, ‘4 Steps for Developing a Talent Pool’, SHRM, 7 June (2018), viewed 31 August 2021, <https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/4-steps-for-developing-a-talent-pool.aspx>

• Linked-in, (2021), 'International Aviation Academy - SriLankan Airlines', viewed 3 September 2021, <https://lk.linkedin.com/in/international-aviation-academy-srilankan-airlines-0a620a53>.

• Maragia, S (2013), ‘Effects of Succession Planning Programs on Staff Retention’, Mediterranean Journal of Social Sciences, vol 4, no.6, pp 157-62.

•  SriLankan Aviation College, (2018), viewed 3 September 2021, <https://www.srilankanaviationcollege.com/>.

• Syam, MI (n.d), ‘Impact Talent Management to Employee Performance’ 

• Verma, R (n.d), ‘Role of Social Media in Maintaining Talent Pool’, JayotiVidyapeeth Women’s University, Jaipur, India. 

         

HR TECHNIQUES IN TALENT MANAGEMENT

Focus of this blog is to emphasize the significance of talent management to gain more competitive advantage and how HR practices affect organizational performance and talent management. Human capital is the knowledge, skills, and personal attributes that workforce contributes towards achieving organizational goals.

With the increase in globalization during the pre-covid19 situation, organizations have to operate in a highly competitive environment to archive their goals. According to Wheelock (2010), in the pre-pandemic world, companies were strongly focused on talent management and retention since intellectual capital has always been an asset for any business organization. Which is the reason for many organizations to concentrate their attention on this asset. In the view of Brundage and Koziel (2010), it was highlighted that the talent management strategy must be a continuous process and part of the organizational culture. Appreciation and recognition activities such as compensation, rewards, and leadership training will attract the workforce to the process.

As described in the above paragraph having well trained, talented, and experienced workforce would be advantageous for any organization but the difficult part is to control their turnover in the highly competitive industry environment. As Hussein (2009) describes HR professionals were automatically driven to change their simple administration functions to an object-oriented approach in order to retain their key employees. When analyzing the reasons for employee turnover, Maertz and Campion (1998) defined dissatisfaction in the job role and other job alternatives were predominant reasons but later on Mitchell et al. (2001) indicated several other contributing factors such as social or personal problems that cannot be overcome in the current job context.  Whatever the reason, organizational effort should mitigate this process. As Moncarz (2004) said, employee turnover causes loss of key skills, which intern exerts pressure on the growth of the organization and also it can cause disruptions to operations. Another important point was highlighted by Poe (2003), according him employee turnover can be costly since that leads to new recruitments and selection process which will consume a lot of time, money, and people engagement. It’s clear that employee retention and talent management are very vital for organizational existence in the present competitive era, as Gberevbie (2010) highlighted there is a strong relationship between organizational performance and employee turnover so that talent management is very much important in meeting current and future business objectives.

HR has a crucial role in talent management since it is the core component in any organization which is responsible for managing human capital. The techniques and processors related to talent management may different from section to section within the organization and those techniques/methods can include financial and non-financial awards/rewards, job engagement techniques such as knowledge and skill development training/workshops which will be beneficial for employee’s carrier progression. Overall, it’s a motivational process through different applications which fulfill the self-actualization needs of individuals.

According to Lewis and Heckman (2006), talent management is an important process that consists of several HR practices like recruitment, selection, development and carrier management, employer branding, motivation, and training and development. As Joo and Park (2009), described the HR department can perform talent management via goal orientation and implementation of carrier management programs. Bowden et al. (2006) mentioned how motivation influences talent management and retention via Herzberg and Maslow’s theories of motivation. That theory indeed discusses the internal and external factors where the self-actualization needs are prioritized. So, once those requirements are satisfied, that leads to job satisfaction and will not be concerned about leaving the organization. HR professionals can link this requirement with the management by continuous engagement in personal development and employees well -being. 

Recent HR talent management researchers have identified succession planning and employer branding also as impactful components. In the view of Cultterbuck (2005) succession planning is continuously monitoring the workforce and evaluate their performance for tomorrow's requirements and apply appropriate corrective measures. This kind of regular reviewing process helps for long-term talent retention and to identify future leaders. Employee branding is to discover potential employees as per Branham (2001). According to Thorne (2004), employer branding works as an internal marketing process that gives psychological and financial benefits to potential employees. Moreover, as Davies
(2007) mentioned employee branding not just identify potential employees, it also helps to retain employees and improves their job satisfaction which will eventually leads to organization-wide performance enhancement.

 

Based on the above facts and analysis, it’s evident that HR talent management strategies have a remarkable impact on perceived outcomes in many ways. Especially in the efficiency and productivity of the organization. Employee readiness to serve will be uplifted with loan term sustainability, thus the organizational goals will be attained mechanically.

List of references: 

• Bowden, J, Mactaggart, D, and Martin, A (2006), ‘The Barriers to the recruitment and retention of supervisors/ managers in Scottish tourism industry’. Int. J. Contemp. Hospital. Manage. vol.18, no.5, pp. 380-97.

• Branham, L (2001), ‘Keeping the people who keep you in business 24 ways to hang on to your most valuable talent’. New York: American Management Association.

• Brundage, H, and Koziel M (2010), Retaining Top Talent. J. Account. 209(5).

• Clutterbuck, D (2005), ‘Succession planning: A developmental approach’. Dev. Learn. Organization. vol. 19, no. 5, pp 11-13.

• Davies, G (2007), ‘Employer Branding and its influence on managers’, Eur. J. Market, vol. 42, no. 6, pp 667-81.

• Gberevbie, E, D (2010), ‘Organizational retention strategies and employee performance of Zenith Bank in Nigeria’, Afr. J. Econ. Manage. Stud. vol. 1, no. 1, pp 61-74.

• Hussein, M (2009), ‘Hiring and Firing with ethics’, Human Resource Management Digest, vol. 17, no. 4, pp 37-40.

• Joo, KB, and Park, S (2010), ‘Career satisfaction, organizational Commitment, and turnover’,  intention, Leadersh. Dev. J. vol. 31, no. 6, pp 482-500.

• Kay, C, and Mocarz, E (2004), ‘Knowledge, Skills and Abilities for lodging Management Success’, Cornell Q. vol. 45, no. 3, pp 285-97.

• Lewis, RE, and Heckman, RJ (2006), ‘Talent management: a critical review’, Human Resource Management, Rev. 16, pp 139-54.

• Maertz, CP, and Campion, MA (1998), ‘25 years of voluntary turnover research: a review and critique’ In: Cooper CL and Robertson IT (Eds), International Review of Industrial and Organizational Psychology, London: John Wiley and Sons, Ltd., pp. 49-86.

• Mitchell, TR, Holtom, BC, Lee, TW, Sablynski, CJ, and Erez, M (2001), ‘Why people stay: using job embeddedness to predict Voluntary turnover’ Acad. Manage. J. vol. 44, no. 6, pp 1102-1121.

•       Poe, AC (2003), ‘Keeping hotel workers: it takes more than money to retain lower-paid employees’, HR Magazine, February.

• Thorne, K (2004), ‘One-stop guide: Employer branding’, Sutton: Personnel Today.

• Wheelock, D (2010), ‘Cultivating top Talent at Mercer, Training and Development issue 44 worldwide?’, Int. J. Contemporary Hospital Management, vol. 11, pp 138-9.