Talent Management, Work-Life Balance and Retention Strategies

Content
Introduction-------------------------------------------------------------------------------------------2-3
Influence of human resource strategies on retention--------------------------------------3-5
Using retention as a strategic HR tool ----------------------------------------------------------5-6
Talent management – a tool for employee retention ---------------------------------------6-7
Challenging assignments and retention ---------------------------------------------------------7
Work-life balance and retention -----------------------------------------------------------------8
Recommendations and Conclusion -------------------------------------------------------------- 9
References ------------------------------------------------------------------------------------------------10-14

Introduction
One of the major challenges facing today’ organizations is the need to retain valuable employees. This off course is the result of the fast growing technological changes that change in market demands and such things as deregulation and re-regulation. The world is now information centered and undoubtedly, the human resources in organizations are viewed as important factor for business development (kane, 2000). More and more, there is stiffer competition for the best talent employees; fresh organizations seem to understand the necessity of inspiring and keeping employees that will stand the test of change management (Porter and Clark, 2001).
Numerous organizations now realize the importance of strategic staffing because as Ettorre, (1997) argues that in order to sustain success in an organization, it is crucial to retain high talent employees. Nussler, (2000) also argues that it is expensive to lose talent that is considered needed in the organization not only because of the ensuing raise in the salary request by knowledgeable new recruits, but, also the lost investment in development as well as the overall loss in

References: 1. Arthur, D. (1994) ‘effects of human resource management systems on manufacturing, performance and turnover. In academy of Management Journal, v37,pp 670-87. 2. Atkinson, J. (1985) ‘the changing corporation: In new patterns of work. Ed. D. Clutterbuck, Aldershot, UK: Gower, pp. 13-34 3. Beck, S 4. Cappelli, P. (1995) ‘Is the skill gap really about attitudes?’ In California Management Review summer, v37 n4, pp. 108-25 5. Cap, P 6. Capps (2000). ‘A market driven approach to retaining talent.’ In Harvard Business review, v 78, n1.103-11 7. Clarke, K.F 8. Cook, J and Wall, T. (1980) New work attitude measures of trust, organizational commitment and personal need non- fulfillment’. Journal of Occupational Psychology, v53, pp. 39-52 9. Davies, H 10. Davies, R. (2001) ‘How to boost Staff Retention’. In People management, v7, i8, april 19, pp. 54-56 11. Davis, G.B and Nauman, J.D 12. Dessler, G. (1999). ‘How to earn your employees’ commitment’. In The academy of Management Executive, May, v13, i2, pp. 58-59 13. Dobb, K 14. Eisenberger, R., Huntington, R., Hutchison, S. and Sowa, D. (1986). ‘ Perceived organizational support’. In Journal of Applied Psychology, v71, n3, pp. 500-07 15. Eskildesn, J.K 16. Ettore, B. (1997). ‘Making change (managing the changes made by new CEOs)’. In Management Review, Jan, v85, n1, pp. 13-19 17. Ferguson, W 20. Gerthart, B., Trevor, C. and Graham, M. (1996). ‘New directions in Employee Compensation Research’. In Research in Personnel and Human Resource Management, ed. G.R. Ferris, Greenwich, CT: JAI Press, v14, pp. 143-204 21. Gold, M 22. Gonyea, J.G. and Googins, B.K (1992). ‘Linking the worlds of work and family: beyond the productivity trap’. In Human Resource Management, v31, pp. 209-11 23. Guest, D.E 24. Hall, R. (2000) ‘Outsourcing, contracting out and labour hire: implications for human resource development in Australian organizations’. In Asian Pacific Journal of Management, v38, n2, pp. 23-40 25. Hayes, C 26. Hays, S.W. and Kearney, R.C. (2001) Anticipated changes in human resource management: views from the field’. In Public administration Review, sept, v61, i5, pp. 585-92 27. Huselid, M.A and Becker, B 28. Huselid, M. and Rau, B. (1997) ‘The determinants of high performance work systems’. Paper presented to the annual meeting of the Academy of Management, Boston 29. Ichniowski, C., Shaw, K 31. Jardine, E. and Amig, S. (2001). ‘Managing human capital’. In Behavioral health management, Mar/April, v21, i2, pp. 25-31 32. Kane, R, (2000) ‘Downsizing, TQM< reengineering, learning organizations and HRM strategy’ 33. Koch, M.J. and McGrath, R.G. (1996). ‘Improving labour productivity: Human resource management policies do matter’. In strategic Management Journal, v17,pp. 335-54 34. Lesperance, M.A 35. MacDuffie, J. (1995) human resource bundles and manufacturing performance: Organizational logic and flexible production systems in the world auto industry’. In Industrial and labour Relations Review, v 48, pp. 197-221 36. Mayer, R.C 37. Meyer, J.P and Allen, J.J. (1997) commitment in the workplace: Theory, Research and application. Thousand Oaks, CA: Sage Publications, Inc. 40. Pfeffer, J. (1998) ‘Seven practices of successful organizations’. In California Review, winter, v40, n2, pp. 36-155 41. Phillips, R 42. Porter, M. V. (2001) ‘D bottom line in employee compensation’ In Association Management, April, v53, i4, pp. 44-50 43. Rousseau, D.M 44. Shaw, J.D., Delery, J.E., Jenkins, G.D. and Gupta, N. (1998) ‘An Organization-level analysis of voluntary and involuntary turnover’. In Academy of Management Journal, v41, pp.511-25 45. Shore, L.M and Wayne, S.J 46. Snell, S. and Youndt, M. (1995) ‘Human resource management and firm performance’. In Journal of Management, v21, n71, pp. 1-738 47. Solomon, C.M.(1999) ‘Brace for Change’ 48. Stum, D.L. (1998). ‘Five ingredients for an employee retention formula’. In HR focus, sep, v75, n9, pp.9-11 49. Taylor, D.S 50. Walker, J.W (2000) ‘Perspectives’ Human Resource Planning, March v24, i1,pp. 6-10 51. Whitfield, K