LITERATURE RELATED TO TALENT MANAGEMENT AND

EMPLOYEE ENGAGEMENT

In this Global Economy HR manager is worried about the intensifying international competition
for talent, the impact of not having the right people in place to lead and confront business
challenges, as well as employing below average candidates just to fill the positions. Despite the
downturn, the overwhelming majority of firms still intend to focus on top talent.
1. V. V. Ramani through the Book Effective Talent Management has compiled the literary work of
various authors on the theme Talent Management. In the words of Parish Mishra the common
reason for attrition today is shaping out to be the dissatisfaction with the Bosses. Gregory C
Kesler says, People are certainly the most valuable assets at the Organisation. But a market
where competition for Managers is growing rapidly, attracting, developing and retaining key
executives is possible through a critical weapon called Succession Planning. P V L Raju
suggests, The Competitive advantage for the firm is unmistakably through the quality of the
work force.
2. Garima Bardia (2010) in her Paper Making Talent Count has mentioned that out of the FOUR
Ms (Money, Machine, Material & Men) only the 4th M i.e., Men that cannot be replicated and
can be taken as a lasting weapon of competitive advantage. In order to tackle the pace of
globalization and proliferation of competitors, it is the responsibility of the Organisations to
make, build and nourish their talent pool to ensure survival in the long run.
3. Dr. Pranab Kumar Bhattacharya (2011) through his article on Talent Management: an Agile
Edge over Competition considers that in todays highly competitive global economy, the war for
talent has transacted regional & national boundaries and has evidently become global. He states
that to enhance Organisational Efficiency, talented employees must be provided with the liberty
for change, challenge and creativity at the Workplace.
4. Anand (2004) explored to understand the talent management innovation, practices and process
in a major telecom company in India, Bharti Airtel. The research revealed the process of
effective management of the talent pool which led to enhanced employee engagement and
reduced attrition and proportionately increased the average tenure of employees. The talent
management strategy and processes have contributed in varying degrees in the development and
growth of employees.
5. Plansoongnern et. al. (2011) investigated talent management strategies and employee
engagement implemented in three leading cement companies in Thailand. The study revealed
that robust talent management planning, well supports of the management, organisational unity,
balance of work and daily life, and other environmental factors were crucial factors that keep
talent rooted to organisations.
6. Macey W.H.(2008) in his study found out that employee engagement is the attachment of
employees with their work within the organization, It refers to psychological state engagement,
trait engagement and behavioral engagement of the employees,who are working in the
organization , employees who are engaged in these certain kind of engagement activities, they
gives more outcome to the company, employee engagement is a desirable condition has an
organizational purpose and connotes involvement, commitment, passion, enthusiasm, focused
effort and energy, so it has both attitudinal and behavioral component.
7. WIlmar B.Schaufeli; Arnold Barker (2004) this study focuses on burnout and its positive
antipode- engagement. A model is suggested in which burnout and engagement has different
predictors and different possible consequences. Employees 24 from four Dutch service
organizations participated in the research. Burnout was measured with three sub-scales-
exhaustion, cynicism and professional efficacy. Engagement was measured with Utretch work
engagement scale with dimensions such as vigour, absorption and dedication. Structural
Equation modeling methods as implemented by AMOS was used for data analysis. In contrast to
the assumption, burnout and engagement when measured with the different instruments do not
merge into a single dimension with high opposite factor loadings for each construct. The studies
conclude that burnout and engagement are negatively related.
8. Welbourne T.M.(2007) in his study analysis found out that the role- based performance model
explains about the employee engagement in the organization by starting with the end goal in
mind, the main objective of the employee engagement initiative is improve the performance, the
model defines five key roles that employee occupy at work, core job holder role, entrepreneur
and innovator role, team member role, career role, organizational member role, these are the
roles on which each employee have to do work in the organization, by identifying these key
roles employees performance can be improve.
9. Melissa Peters (2007) stated that employee engagement is an emotional connection that
employee has for his work, his peers and his organization. How this relation affects his work.
Employee (public sector) who is positively engaged with their work can be easily translated into
increased citizen trust. It is focusing on good employees and understanding what and how
employee wants to do. Employees should be motivated by using strategies as motivation leads to
higher job satisfaction and less turnover intentions.
10. Bakker. A. B. (2008) in his study analysis he talks about positive organizational behavior of the
employees can be identified in the organization, by which we can recognize that how many
employees are engaged or disengaged in the organization, this study investigated that how the
combination of stressful and motivating job characterstics influences positive and negative
influences of the employees, the level of employee engagement positively related to business-
unit performance (Customer satisfaction, Loyalty, Profitability, Productivity, Turnover and
Safety ) or not .