A Study of Talent Management Practices and Strategies in the Service Sector

  • Shweta Bobhate
Keywords: Talent Management, Employee Retention, Employee Performance


Talent management is a mechanism which involves hiring, assigning, transferring, growth and retaining of employees in the organisation. It is important because it ensures top talent is attracted and effective employee performance, employee’s engagement and retainment of top talent. A thorough review of the work carried out shows that businesses are experiencing a talent shortage in this competitive period, which has placed pressure on them to recruit the best talent and to ensure that workers enter the company and choose to remain in the organization rather than seeking opportunities elsewhere. The importance of the different components of talent management for employees was another unexplored area. Existing research has not been able to resolve the problem of defining the importance of the different talent management elements and the weighting they bear for employees. The problem of employee perception and management perception of the efficacy of talent management activities has also not been discussed, to address this gap the researcher has attempted to study talent management practices in service sector. The author followed a systematic approach to address the research questions, the literature was reviewed, in research methodology, primary data was collected through questionnaire which followed a sampling method accompanied by hypothesis testing which revealed that the effective practices boosts up the efficiency of the employees and performance of the organization too.


Download data is not yet available.


A.Kumudha. (2015). Talent management practices and its impact on the organizational productivity: A study with a reference to IT sector in Bengaluru. Available at: https://docplayer.net/17762648-Talent-management-practices-and-its-impact-on-organizational-productivity-a-study-with-reference-to-it-sector-in-bengaluru.html.

Analoui, F. (2007). Strategic human resource management. London: Thomson Learning.

Arthur, M. B. & Rousseau, D. M. (Eds.). (1996). The boundary less career: A new employment principle for a new organizational era. Boston, MA: Cambridge University Press.

Beal, B. (2005). UPS delivers on home-grown talent. Human Resource Management International Digest, 34-37.

Briscoe, D, Schuler, R., & Claus, E. (2009). International human resource management. (3rd ed.). London: Routledge.

Cappelli, P. (2008). Talent on demand – Managing talent in an age of uncertainty. Harvard Business Press.

Collings, D.G., Scullion, H., & Morley, M. (2007). Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment. Journal of World Business, 42(2), 198-213.

Derry, J. (2008). Technology‐enhanced learning: A question of knowledge. Journal of Philosophy of Education, 42(3-4), 505-519.

Dickmann, M., Brewster, C., & Sparrow, P. (2008). International human resource management: A European perspective. (2nd ed.). London: Routledge.

Govaerts, N., Kyndt, E., Dochy, F., & Baert, H. (2010). Influence of learning and working climate on the retention of talented employees. Journal of Workplace Learning, 23(1), 35-55.

Groschl, S. (2009). Diversity management strategies of global hotel groups: A corporate website-based exploration. International Journal of Contemporary Hospitality Management, 224-240

Guthridge, M., Komm, A.B., & Lawson, E. (2008). Making talent a strategic priority. McKinsey Quarterly, 1, 48-59+2.

Johnson, B., Manyika, J., & Lee, L. (2005). The next revolution in interactions. McKinsey Quarterly, 4, 20-33.

Jones, J. W. & Newhouse, N. K. (2004). Predicting talent management indices using the primary personality factors.

Kanter, R.M. (1995). World class. New York: Touchstone.

Ketokivi, M. & Castaner, X. (2004). Strategic planning as an integrative device. Administrative Science Quarterly, 49(3), 337-365.

Mayrhofer, W., Reichel, A., & Sparrow, P.R. (2012). Alternative forms of international working. In: G.Stahl, I. Bjorkman and S.Morris. (eds.) Handbook of research into international HRM. (2nd ed.). London: Edward Elgar.

Mehta, M. (2017). Talent management practices in the service sector-A case study of Punjab & Haryana. Available at: http://dspace.lpu.in:8080/jspui/bitstream/123456789/4109/1/Megha%20Mehta%20Ph.D%20thesis.pdf.

Mitra, A., Gupta, N., & Shaw, J. D. (2011). A comparative examination of traditional and skill-based pay plans. Journal of Managerial Psychology, 18, 278-296.

Mullen, J. (2008). HR matters. Savile Group.

Murthy, P. S. (2010). Next generation talent management-perceptions. Social Science Research Network.

Nair, J. G. (2009, July 15). Talent management: Strategies and challenges. Available at: http://www.indianmba.com/Faculty_Column/FC1046/fc1046.htm.

Pate, J. & Scullion, H. (2010), The changing nature of the traditional expatriate psychological contract. Employee Relations, 32(1), 56-72.

PWC. (2008). Managing tomorrow’s people: Millennials at work, perspectives from a new generation. London: PWC.

Reilly, P. (2008). Identifying the right course for talent management. Public Personnel M.

Tarique, I. & Schuler, R.S. (2010), Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of World Business, 45(2), 122-133.

Vancil, R. F. & Lorange, P. (1975). Strategic planning in diversified companies. Harvard Business Review, 53(1), 81-90.

How to Cite
Shweta Bobhate. (2020). A Study of Talent Management Practices and Strategies in the Service Sector. International Journal of Engineering and Management Research, 10(5), 21-29. https://doi.org/10.31033/ijemr.10.5.6