INFLUENCE OF TALENT MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE A STUDY WITH REFERENCE TO IT SECTOR IN CHENNAI

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International Journal of Management (IJM)
Volume 11, Issue 8, August 2020, pp. 2293-2308, Article ID: IJM_11_08_200
Available online at https://iaeme.com/Home/issue/IJM?Volume=11&Issue=8
ISSN Print: 0976-6502 and ISSN Online: 0976-6510
DOI: https://doi.org/10.34218/IJM.11.8.2020.200
© IAEME Publication Scopus Indexed
INFLUENCE OF TALENT MANAGEMENT
PRACTICES ON ORGANIZATIONAL
PERFORMANCE A STUDY WITH REFERENCE
TO IT SECTOR IN CHENNAI
Jothi Priya. R
Research Scholar, PG and Research Department of Management,
Rajagiri Dawood Batcha College of Arts and Science,
(Affiliated to Bharathidasan University), Papanasam, Tamil Nadu, India
Dr. K. Balasaravanan
Assistant Professor, PG and Research Department of Management,
Rajagiri Dawood Batcha College of Arts and Science,
(Affiliated to Bharathidasan University), Papanasam, Tamil Nadu, India
ABSTRACT
By implementing talent management strategy, organizations would have the option
to retain their skilled professionals while additionally working on their overall
performance. It is the course of appropriately utilizing the ideal individuals, setting
them up for future top positions, exploring and dealing with their performance, and
holding them back from leaving the organization. It is employee performance that
determines the success of every organization. The firm quickly obtains an upper hand
over its rivals in the event that its employees having particular skills that cannot be
duplicated by the competitors. Thus, firms are centred on creating successful talent
management practices and processes to deal with the unique human resources. Firms
are additionally endeavouring to keep their top/key staff since on the off chance that
they leave; the whole store of information leaves the firm's hands. The study's objective
was to determine the impact of talent management on organizational performance
among the selected IT organizations in Chennai. The study recommends that talent
management limitedly affects performance. On the off chance that this talent is
appropriately management and implemented properly, organizations might benefit as
much as possible from their maintained assets to support development and productivity,
both monetarily and non-monetarily.
Key words: Competency, IT organization, Organizational performance, Profitability,
Talent management

Influence of Talent Management Practices on Organizational Performance A Study with
Reference to it Sector in Chennai
Cite this Article: Jothi Priya R and K. Balasaravanan, Influence of Talent Management
Practices on Organizational Performance A Study with Reference to it Sector in
Chennai, International Journal of Management (IJM), 11(8), 2020, pp. 2293-2308.
https://iaeme.com/Home/issue/IJM?Volume=11&Issue=8
1. INTRODUCTION
Human resource experts are not generally exclusively apprehensive about the day to day
demands, remuneration, benefits, and staffing of their organizations. HR's capacity has
developed altogether throughout the years to incorporate a wide scope of organizational drives,
for example, training, employee improvement, variety and value in the working environment,
fiasco arranging, reward management, and organizational technique formulation and execution.
These organizational practices have immediate and aberrant intricacies, accordingly HR
specialists should have the option to make due, measure, and grasp the nature and design of
these frameworks. HR professionals are setting up more coordinated and key techniques to
assist with meeting future organizational requirements as they keep on moving from a cycle
arranged capacity to a more essential job inside endeavors. Human resource management is
progressively zeroing in on talent management. This strategy was made to work on the most
common way of recruiting and creating employees with the fundamental abilities and fitness to
fulfil the organization's present requests. Today, an organization's prosperity is inseparably
connected with its capacity to get to talent. Acquiring and retaining skilled individuals is a first
concern for firms because of competition and shortage of accessible exceptionally talented and
skilled employees.
2. BACKGROUND OF THE STUDY
The total measure of intrinsic capacities, procured information, and skills addressed by the
aptitudes and skills of an organization's workers is collectively called as human asset. To
achieve individual and hierarchical objectives, HR ought to be taken advantage of to the furthest
reaches possible. The sum and nature of an employee within an organization are
straightforwardly connected to its exhibition and creation. The essential objective of talent
management is to get ready associations for the future by planning and developing human
resources to address the deficiencies of numerous potential abilities they might experience. ” In
today's highly competitive and dynamic business world, it is extremely difficult for a company
to prosper and subsequently maintain its position. Competitors can mimic any product, service,
business strategy, or even marketing campaign, thus talent management becomes critical.
Because business leaders and shareholders realise the link between maintaining the finest
personnel and attaining the best performance, the way an organisation manages its talent can
be a turning point for the firm. As a result, a study into the impact of talent management
practices on organisational performance in selected IT sector in Chennai is required.
3. TALENT MANAGEMENT
Individuals are the most valuable resource in any organisation. Employees are an organization's
most valuable resource. Talent management can be defined as the process of recruiting for,
training, managing, developing, evaluating, and retaining this most valuable resource. In today's
competitive environment, effective talent management is one of the most significant factors
influencing an organization's ability to succeed and expand. In this highly competitive market,
it has become critical for enterprises to ensure that their talent management activities are aligned
with their overall company objectives. They should also create a culture in which talented
individuals are provided with numerous professional development options in order for them to

Jothi Priya R and K. Balasaravanan
perform at their highest levels. It is only the top/key talent that adds to the productivity of the
business, as they are responsible for generating revenues by adding value to their clients'
experiences. As a result, given that the success and performance of any organisation are based
on how well a firm manages and retains its talent pool, appropriate measures should be taken
to implement the best talent management practises available in the industry, which will assist
the organisation in obtaining an advantage over its competitors and, more importantly, in
ensuring that the organisation is consistently one step ahead of its competitors. Talent has
always been defined as the ability to create works that are unique and innovative, rather than
simply the ability to complete a task efficiently; it also includes the diligence and development
of skills and abilities over a person's lifetime.[1] A person's talent, according to the book “The
War of Talent”, is the sum of his or her abilities, which include natural skills and abilities as
well as information, knowledge, experience, character, and conduct. In this way, it is confirmed
that the concept of talent refers to an individual's ability to learn and create as they advance
through their respective professions.[2] Talent management has been defined as the execution
of coordinated systems that are executed to improve and support the performance of an
organisation by further developing methodologies for enlisting, retaining, creating, and
benefiting from people who have the fundamental capabilities and abilities to meet current and
future business requirements.[3] Talent management is considered to be a component of human
resource management methodologies. Employers can improve their overall productivity,
performance, as well as increase their profits and revenues by implementing an essential talent
management strategy.
3.1 Importance of Talent Management
Organizations must find a balance between having brilliant individuals on their payroll and
utilising their strengths to gain a competitive edge.[4] Decisions about talent management
contribute to the improvement of talent in an organisation and the improvement of the business
design quality, which in turn persuades the choices made by individuals working in the
organization.[5] Moreover, it sharpens employees' abilities and provides them with professional
development chances, assuring employers that well-trained staff will improve the reputation
and overall performance of the organisation. The technique of attracting, recruiting, retaining,
and developing intellectual capital should be adopted by every business wishing to improve its
competitive position and boost its productivity.[6]
3.2 The Influence of Talent Management in The IT Sector
In the ever changing and globally competitive market that is the information technology sector,
talent management is critical. Thus, the information technology industry has developed a
variety of talent management methods. When it comes to this profession, attracting and
retaining high-quality personnel is a never-ending task in talent management, in addition to
expanding their talents, and consistently inspiring them to enhance their performances. To
achieve a competitive edge, talent management in the information technology sector focuses on
the following areas:
• To stay competitive: Companies may remain competitive by investing in and growing
their employees' abilities. As a result, organisations become stronger and more prepared
to deal with new skills and changes.
• To improve business performance: When a company has top professionals on its team,
it can achieve any goal. When three critical components such as speedy talent allocation,
smart human resource management, and a great employee experience are combined,
talent management becomes the most successful instrument.

• To drive innovation: New technologies are consistently successful in the marketplace.
Talented individuals are able to come up with innovative solutions to challenges by
utilising the capabilities of new tools in a variety of ways. They may also come up with
original concepts.
• To form productive teams: Companies will be able to establish productive teams if they
have an effective talent management plan in place. This is more important than simply
having a group of people that are creative and skilled working in the organisation.
• To lead a strong employer branding: Effective talent management helps modern firms
to build strong employer branding. This assists the organisation in attracting the most
qualified candidates for future recruitment.
• To inspire growth: Companies that have inspiring talent in their ranks will inspire and
assist their other employees in their personal and professional development.
• To reduce employee turnover: Employee turnover is reduced as a result of talent
management in information technology companies. Employees are less inclined to quit
for other organisations to pursue other chances when they feel valued at a company and
know they will have plenty of opportunities to grow within it.
3.3 Organizational Performance
In today's business environment, one of the most difficult challenges for management is
attracting and retaining a workforce committed to enhancing the organization's performance. In
order to grow and progress in this competitive sector, any organization's key goal is to offer
consistent and dependable results on a regular basis. Consequently, while evaluating businesses
and their actions, organisational performance is the most crucial criterion to take into
consideration.
Every organisation requires talented workers in order to boost production and maximise the
overall performance of the organisation. Organizations can only achieve a long-term
competitive advantage over their competitors if their human resources are inventive and
creative in their approach. When the entire market growth is examined across the globe, it is
evident that businesses can reach the best potential market position. and achieve the best
possible business outcomes if they prioritise the development of themselves and their people,
as well as the delivery of differentiated products and services to their customers, among other
things. As a result, in order to accomplish this, talents must be recognized by the management
to analyse their potential, and develop their skills and abilities in accordance with their findings.
There are several aspects that have been discovered by the researchers as contributing to the
overall performance of the organisations, including:
• Continuous learning: People must be able to learn, learn, and learn again. Organizations
must build processes that enable their employees to develop their knowledge through
continuous learning. A culture like this immensely assists firms in becoming high
performers in their respective industries.
• Focus on results of customers: It is essential for enterprises to place a strong emphasis
on the results and outcomes that they provide for their clients or consumers. The
satisfaction of consumers leads to an increase in revenues and an improvement in the
overall performance of the business.
• Align the systems and structures: Businesses must match their methods, processes, and
all of their practices with their goals and strategies of the business, as well as their vision
and mission statements, if they wish to increase their performance.

• Employee participation: Organizations should strive to achieve a high level of
participation among their workforces. It may accomplish this by delegating authority to
its talented people, allowing them to make their own decisions, valuing their originality
and ingenuity, and encouraging them to execute at a higher level of excellence.
• Sharing of Information: Internally, there should be open communication as well as a
dissemination of information from one person to another. Employees should be kept
informed of any changes and choices that are made, since this will enable the
organisation to perform better.[7]
3.4 Relationship between Talent Management and Organizational Performance
With high speed and competitiveness, talent in the twenty-first century has emerged as one of
the most significant pillars on which businesses and organisations rely to achieve their strategic
goals, not to mention that the demand for it has increased dramatically.[8] Essential knowledge
and strategies are provided through talent management practices that help organisations in
maintaining their performance for improvement and change. It also assists organisations in
determining and promoting the most talented employees who have the potential to become
future leaders whenever a vacant position is available. In addition to being concerned with
employee talent, talent management is also concerned with the development of that talent in
relation to the goals and objectives set by the organization, resulting in increased competitive
advantage and sustainability in the industry. A considerable impact on the durability of
organisational performance has been established by the vast majority of scholars that have
looked into the subject.[9]
4. REVIEW OF LITERATURE
Mohanaet al (2021) [10] investigated the composition of "Organization Performance" among
personnel in the Cement Industry of the Rayalaseema Region. The study found that personnel
acquisition & retention, learning & inspiring, performance management, remuneration,
succession planning and career development are contributing considerably the organisational
performance. To make a contribution, Bestoon Othmanet al (2021) [11] conducted an empirical
review of talent management in Kurdistan-Iraq with the goal of contributing. The proposed
hypotheses were tested using partial least squares tests, which were utilised to confirm their
validity. Talent management, talent recruitment, career management, talent retention, and
development processes are all found to have an impact on long-term organisational success, as
revealed by the findings of this investigation. Management should concentrate on recruiting
talent, managing career paths, keeping talent, and developing talent through training
programmes and job rotation to achieve long-term organisational success, according to the
conclusions of the current study. Muskan Nagi and Yousif Mohammed Ali (2020) [12]
highlighted that, in today's world, organisations are in a state of intense competition with one
another; the most crucial issue for organisations is to ensure that their employees deliver
flawless performance. Thus, talent management is becoming increasingly relevant and
receiving greater attention around the world. It is critical for a firm to establish a great employer
brand in order to attract and retain outstanding employees. Talented individuals must make a
major contribution to their organisations and serve as the driving force behind those
organisations through their proficiency and capacity to fulfil the organization's objectives. The
study is done to investigate the influence of talent management on KMC employees’
performance. According to the findings, there is a statistically significant association between
talent management and employee performance.

4.1 Research Gap
The researcher seeks to fill the gaps in the studies of talent management practices by using
additional performance metrics other than talent attraction and talent retention, such as
workforce planning, leadership development and motivation, to determine the relationship
between talent management practices and organisational performance. Previous studies went
into great detail about the talent management practices that different IT firms thought were
crucial, however, they did not go into detail about how these practices improved organisational
performance. Also, the majority of studies analysing the link between talent management
approaches and business performance have been undertaken in other countries and other
industries. Hence the researcher seeks to fill these gaps by doing the study on selected IT
organizations in Chennai.
5. STATEMENT OF THE PROBLEM
Nothing is more important in the IT industry than placing the right individual in the appropriate
position. When people do jobs that do not suit their preferences, inclinations or temperament
will be catastrophically apparent, rather than pointing the factors that are lacking. According to
the literature study, talent management programmes aim to develop and retain high-potential
individuals, providing businesses with a talent management source and a competitive human
resource advantage, both of which influence organisational performance. In the IT industry of
Chennai, it has become vital to identify and define critical roles and Talent Management in
managerial roles, and the researcher performed a study to examine their talent management
procedures. In the industry, there has been recent attrition, low productivity, unhappiness, and
other undesirable conduct. This research helps to uncover the aspects that can help to eradicate
these negative behaviours and improve the performance of the organization, both financially
and non-financially.
6. OBJECTIVES OF THE STUDY
• To provide a fundamental grasp of talent management in IT industry
• To identify the variables for the study of talent management practices in IT industry
• To find the relationship between socio-demographic factors of respondents and their
perception towards talent management practices in IT industry
• To determine the correlation between talent management practices and organizational
performance in IT sector
7. NEED FOR THE STUDY
Companies' workforces must now learn as many skills as required in order to compete with
their competition. Though the demand for talent management is increasing, the supply of
talented persons is far more than the demand. To close this gap, businesses must offer
exceptional chances that will entice people to grow their skills. It is a situation of action and
reaction. Despite the fact that there are numerous aspects that contribute to an organization's
performance, there is a need to research the factors that lead to good talent management
strategies. Successful talent management techniques can benefit the business by attracting,
developing, evaluating, and retaining the best personnel for both the organization's and the
talented individual's success. With regard to the business context, the current study assists IT
firms in understanding the various aspects that swiftly enhance the retention of outstanding
individuals, as well as other factors that are typically short-term and unproductive. The various
obstacles that management of IT sector encounter have been investigated and ranked based on

the responses received from the respondents of the study. This allows the organization to
prioritise which issues need to be handled first. The research also includes recommendations
that can assist the firm in retaining talent.
8. SCOPE OF THE STUDY
The current research focuses on the impact of certain talent management aspects on the
organization's success. The study will concentrate on talent management from a global
viewpoint, in the context of India, and with a particular focus on IT organizations in Chennai.
It will also reveal the layers of retention methods to address the issues that companies
experience as a result of the talent shortage in the market. The current research looks at how
talent management affects overall organisational performance. The research is likely to help in
a variety of ways, including motivating the employees at levels of the organization,
transforming employees into outstanding leaders, producing ready successors, planning for
future personnel needs, and developing and retaining brilliant people. It also aids HR executives
and managers in comprehending the need for improvement in current talent management
practices.
9. PROFILE OF STUDY UNITS
IT Industries in Chennai
More than 90% of the information technology sectors in Chennai are comprised of IT consulting
firms that provide software solutions. These information technology parks have raised the
overall economic livelihood and living standard. The presence of a large pool of educated
individuals who are trained in the field of IT as well as the Tamil Nadu government's
progressive initiatives, Tamil Nadu has achieved great success in the software sector in recent
years.[13]
• IBM: IBM is one of the most well-known information technology corporations in the
world. More than 370,000 individuals are employed by the organisation in over 170
countries throughout the world, giving it a significant global presence. IBM was
founded in 1911, and throughout the last 100 years of its existence, it has made a
significant impact on the globe through its competence in the field of information
technology.
• Tech Mahindra: Tech Mahindra Limited is an Indian global technology company that
was founded in 1984. It is a wholly owned subsidiary of the Mahindra Group of
companies. In addition to having its headquarters in Pune and its registered office in
Mumbai, Tech Mahindra also has a presence in Bangalore. It provides Information
Technology (IT) and Business Process Outsourcing (BPO) services. According to the
Fortune India 500 ranking, Tech Mahindra ranks 5th among Indian information
technology businesses and 47th among Fortune Global 500 companies.[14]
• Accenture: Accenture is an American-Irish multinational professional services
corporation headquartered in Dublin, Ireland. In addition, it is a well-known Fortune
Global 500 firm. During the fiscal year 2019, Accenture generated sales of 43.2 billion
USD. The corporation employs a large number of people (4,92,000), which is a
significant quantity. It provides services to a diverse range of clientele in more than 120
different countries.[15]
10. RESEARCH METHODOLOGY
Research Design: The current study is a descriptive study, which means it will provide
descriptive information. Because of the enormous amount of data acquired from survey

research as well as secondary sources and presented in the research report, it is believed that
'descriptive research' would be the most appropriate method for the current investigation.
Purpose of the study: The goal of this study was to determine the respondents' perceptions on
the relationship between talent management and organisational performance in the information
technology industry, with a specific focus on the IT sector and three IT organisations from
Chennai as the sample.
Study area: For reasons of time and financial resources limits on the part of the researcher, the
study was restricted to the city of Chennai.
Universe of the Study: The study's universe includes employees belonging to Middle
Management and above cadre that are involved in talent management at the three IT businesses
(Tech Mahindra, Accenture, and IBM) that were chosen for the study and are based in Chennai
City.
Sampling technique: Sampling techniques are ways for selecting a sample from a population
by lowering the size of the population to a more manageable level. When judgments about the
target population are being drawn, these sampling approaches are employed to draw those
conclusions. In this particular study, it was agreed that the sample would be chosen at random.
The sample method used in this study is a simple random sampling procedure, which can be
found here.
Sample size: The current study has a sample size of 247 respondents, which includes Middle
Management and above cadre (Technology analyst, Senior Project manager, Deliver manager
and Senior Delivery manager) that are involved with talent management in the three IT
organisations that were chosen.
11. DATA COLLECTION
11.1 Primary Data
The current research is mainly reliant on primary data, which was acquired by personal
canvassing of schedules/questionnaires at the selected information technology firms. The
information was gathered directly from the survey participants themselves. A questionnaire was
distributed and collected with appropriate questions that were relevant to the topic of inquiry
and provided opportunity for answers to be provided. There were 295 questionnaires
distributed, and 247 questionnaires were returned and considered eligible for use in the
research. The remaining questionnaires were deemed ineligible for use in the research and were
discarded. The questionnaire is divided into two parts: the first part contains demographic
information, and the second part contains variables pertaining to various dimensions of talent
management and organisational performance in selected IT companies in Chennai. The first
part contains demographic information, and the second part contains variables pertaining to
various dimensions of talent management and organisational performance in selected IT
companies in Chennai. The questionnaire was also constructed in a five-point Likert scale
measure (i.e., from 5 strongly agree to 1 strongly disagree) in order to obtain the responses from
the participants. A variety of secondary sources, including websites, relevant books and
journals, topic-related texts, articles and reports, newspapers and bulletins as well as journals,
were used to compile the secondary data for this report.
11.2 Variables of the Present Study
Independent Variables - Workforce Planning, Leadership Development & Motivation
Dependent Variables - Talent Management Practices & Organizational Performance

Reliability: The Cronbach's Alpha test was used to determine the internal consistency of
several questionnaire variables. Table 1.1 summarises the findings of the Cronbach's Alpha test
for the five variables of talent management. The Cronbach's Alpha reliability co-efficient was
determined to be higher than the approved level of 0.7 for the final study in this study, and the
facts are as follows:
Table 1 Cronbach’s Alpha Reliability Statistics for Talent Management Practices
Construct No. of Scale Items Cronbach Values for final Study
Workforce Planning 3 0.859
Leadership Development 3 0.852
Motivation 3 0.774
Talent Management Practices 3 0.779
Organizational Performance 3 0.819
Overall value of entire construct 15 0.924
Source: Output from SPSS
The results of the Cronbach's reliability test on the variables of talent attraction are shown
in Table 1. The obtained Cronbach value for all the constructs is higher than the permissible
result for the Cronbach's test, which is 0.7.
Validity Test: In the study, both face and content validity were established. The investigator
determined the face validity, while professionals in the field of investigation determined the
content validity. It looks to measure whatever the researcher had in mind, namely, what he
thought he was measuring, based on its face validity.
12. ANALYSIS AND INTERPRETATION OF DATA/ TOOLS AND
TECHNIQUES
The information gathered from primary sources was carefully structured and tallied in an
appropriate manner, and statistical research methods were utilised to analyse the results. The
data obtained in light of the analysis was analysed and interpreted using statistical approaches,
graphical representations, and pictorial techniques. Descriptive Statistical Measures, Chi-
square Test, and Correlation Coefficient were all utilised to examine the data.
12.1 Descriptive statistics - Personal Information
The demographic profile of the respondents may be gleaned from table 1. Male respondents
make up 76.9% of the sample, while female respondents make up 23.1 percent. 28.3 percent of
them are between the ages of 25 and 35, 40.5 % are between the ages of 36 and 45, 16.2 percent
are between the ages of 46 and 55, and 15 percent are beyond 55. 28.3% earn less than 12 lakhs,
58.7% earn between 13 and 15 lakhs, 9.3% earn between 16 and 18 lakhs, and 3.6 percent earn
more than 18 lakhs each year. 41.7 percent of responders are PGs, 34% are CA/ICWAs, and
24.3 percent are professionals. Only 4% of respondents had more than 16 years of experience,
with about 17% having 5–10 years of experience, 78.9% having 11–15 years, and only 7%
having more than 16 years of experience. Senior project managers and delivery managers
account for 38.5 percent of responders, while technology analysts account for 17.8 percent and
senior delivery managers for 5.3 percent.

Figure 1 Age, Gender, Experience, Designation, Education, Annual Income
Source – Primary Data
12.2 Correlation Test
Hn1: There is no statistically significant association between workforce planning and talent
management techniques.
Ha1: There is statistically significant association between workforce planning and talent
management techniques.

Table 2 Talent Management Practices and Workforce Planning
Workforce Planning Talent Management
Practices
Workforce Planning
Correlation 1 0.651**
Sig. 0.000
N 247 247
Talent Management
Practices
Correlation 0.651**
1
Sig. .000
N 247 247
**@ 0.01 level
Analysis & Interpretation
The value of the coefficient of correlation between workforce planning and talent management
practices is 0.651, as shown in table 2. It denotes the existence of a positive relationship between
two variables. At a 1% level of significance, the resulting coefficient of correlation is judged to
be significant. As a result, the null hypothesis is ruled out, whereas the alternative hypothesis
is accepted. It appears reasonable to conclude that workforce planning and talent management
practises are intertwined. It means that these two sets of variables, i.e. workforce planning and
talent management practices have a strong link.
Correlation Test
Hn2: Organizational performance and motivation do not appear to have a statistically meaningful
link.
Ha2: Organizational performance and motivation do appear to have a statistically meaningful
link.
Table 3 Motivation and Organizational Performance
Motivation Organizational
Performance
Motivation
Sig. .000
N 247 247
Organizational
Performance
Correlation 0.792**
1
Sig. .000
N 247 247
**@ 0.01 level
Table 3 shows that the correlation coefficient between motivation and organizational
performance is 0.792. It indicates that there is a affirmative association between two factors.
The resultant coefficient of correlation is considered significant at a 1% level of significance.
As a consequence, the null hypothesis is rejected, while the alternative hypothesis is accepted.
It is acceptable to draw the conclusion that motivation and organizational performance are
linked. It implies that these two sets of factors, namely motivation and organizational
performance, are inextricably linked.

Correlation Test
Hn3: Talent management techniques do not appear to have a statistically significant association
with organisational success.
Ha3: Talent management techniques do appear to have a statistically significant association
with organisational success.
Table 4 Talent Management Practices and Organizational Performance
Talent Management
Practices
Organizational
Performance
Talent Management
Practices
Sig. .000
N 247 247
Organizational
Performance
Pearson Correlation 0.594**
1
Sig. .000
N 247 247
**@ 0.01 level
Analysis and Interpretation
The correlation coefficient among talent management practises and organisational performance
is 0.594, as shown in Table 4. It suggests that two variables have a positive relationship. At a
1% significant level, the resulting correlation analysis is considered significant. The null
hypothesis is thus invalidated, while the alternative hypothesis is accepted. It is acceptable to
draw the conclusion that talent management practices and organizational performance are
linked. It implies that these two sets of factors, namely talent management practices and
organizational performance, are inextricably linked.
Correlation Test
Hn4: There is no statistically significant association between the growth of leadership and
motivation.
Ha4: There is a considerable relationship between the development of leaders and the
motivation of employees.
Table 5 Leadership Development and Motivation
Leadership
Development
Motivation
Leadership
Development
Sig. .000
N 247 247
Motivation
Correlation 0.752**
1
Sig. .000
N 247 247
**@ 0.01 level

Analysis and Interpretation
The correlation coefficient between leadership development and motivation is 0.752, as seen in
Table 5. It suggests that two variables have a positive relationship. At a 1% level of significance,
the resulting coefficient of correlation is deemed significant. The null hypothesis is therefore
rejected, whereas the alternative hypothesis is accepted. It's reasonable to conclude that
leadership development and motivation are intertwined. It indicates that these two aspects,
leadership development and motivation, are inexorably intertwined.
12.3 Chi-Square Test
Hn5 - There is no statistically significant association between the respondents' age and their
income.
Ha5 - There is a statistically significant association between the respondents' age and their
income.
Table 6 Age and Income factors
Factors Values df Sig. Inference
Chi-Square 340.583a
9 0.000 Significant at 5%
level
Likelihood Ratio 336.860 9 0.000
Linear-by-Linear Association 89.920 1 0.000
Number of Valid Cases 247
*@ 5% level
As the P-value is smaller than our chosen level (0.05), the null hypothesis is rejected and the
alternate hypothesis is accepted, as shown in Table 6. The Pearson Chi-square value is 340.583,
with 9 degrees of freedom and a level of significance at 5%, indicating that there is a
relationship between age and income.
Chi-Square Test
Hn6 - There is no high correlation between respondents' education and designation.
Ha6- There is high correlation between respondents' education and designation.
Table 7 Education and Designation factors
Factors Values df Sig. Inference
Chi-Square 156.176a
6 0.000 Significant at 5%
level
Likelihood Ratio 198.930 6 0.000
Linear-by-Linear Association 63.577 1 0.000
Number of Valid Cases 247
*@ 5% level
With the P-value being smaller than our chosen level (0.05), the null hypothesis is rejected and
the alternate hypothesis is accepted, as depicted in Table 6. The Pearson Chi-square value is
156.176, with 6 degrees of freedom and a 5% threshold of significance, and it can be summed
up that the designation factor is related to education factor.

13. IMPLICATIONS
The talent management programme is more than a tool for managers. It is a paradigm shift in
how they should view and position individuals in the workplace. Managers should be mindful
that newer generations of employees, particularly millennial, are considered to have much lower
levels of dedication to their jobs (Glazer et al., 2019).[16] More autonomy, respect, and
acknowledgment are routinely requested. Furthermore, it has been claimed that following the
COVID 19 pandemic, employees' behaviour and expectations may shift dramatically
(Carnevale, & Hatak, 2020).[17] As a result, managers should be more efficient in launching
TM initiatives and focusing on how to motivate, develop, and retain new personnel.
14. LIMITATIONS OF THE STUDY
The following are some of the study's limitations:
• The study was limited to Chennai city of Tamil Nadu. Hence, the conclusions obtained
many not be applicable to other states.
• The survey approach used to collect data for this study has its own set of limitations.
• Only 247 middle level managers and above cadre from the IT industry were chosen
from the population to provide first-hand information. It was not possible to contact
more than the selected number of respondents due to time and financial restrictions.
Thus, the generalisation of the study's conclusions is hampered by these constraints.
• The survey received a slow response from the respondents, who were mostly busy senior
level managers of IT sector.
• Most IT companies regard some information to be confidential, thus they could not
divulge much of it.
15. FINDINGS
• The bulk of the 247 people who took part in the poll were men between the ages of 36
and 45. The majority of the respondents are postgraduates who work as senior project
managers and delivery managers and earn between 13 and 15 lakhs a year. The
responders had an average of 11 to 15 years of job experience.
• The correlation analysis between the variables shows that at a 1% level of significance,
the resulting coefficient of correlation is judged to be significant. Workforce planning
and talent management practises, motivation and organisational performance, and
leadership development and motivation, talent management practises and organisational
performance all have a strong link.
• Chi-Square test reveals that there is significant relationship between age and income,
education and designation factors of the respondents.
16. SUGGESTIONS
There will be significant growth in organisational performance if firms are able to successfully
manage their people. It is critical for any firm to motivate employees by acknowledging their
accomplishments. To improve performance, it is critical to have effective incentive and
recognition practises in place. Employees are motivated when their performance is recognised
and their efforts are appreciated, which leads to organisation. Retaining talented individuals in
the organisation is a prerequisite for the organization's success. The regulations described above
assist the organisation in retaining talented personnel who effectively contribute to improved
organisational performance. Employees in the IT field should be given short-term regular

assignments with defined objectives, which will help them develop their talent and inspire them
to meet the organization's goals.
17. CONCLUSION
The findings of this study are based on a data analysis of talent management practices in the IT
industry and their impact on organisational performance. Talent management is favourably
associated to total organisational performance, according to the analysis and study. In today's
world, talent management, despite being a relatively new idea, is tremendously significant. As
previously said, Talent Management plays a critical role in the achievement of overall
organisational performance by ensuring that HR objects, functions, and processes are aligned
with the overall performance of the organisation. IT organisations must prioritise Talent
Management Practices as a human resource-oriented business dealing with employee talent to
ensure that their organization's performance levels peak and remain at a high level throughout.
Thus, it can be concluded that talent management has a significant partial impact on
organisational performance, and all IT companies should incorporate it into their business plans
or strategies to improve effectiveness, profitability, and revenue growth, allowing them to be
more successful and gain a competitive advantage in this changing business environment and
economy.
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INFLUENCE OF TALENT MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE A STUDY WITH REFERENCE TO IT SECTOR IN CHENNAI

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