Talent Retention and Company Performance
Dinh, Thi Linh Chi (2024)
Dinh, Thi Linh Chi
2024
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2024112931166
https://urn.fi/URN:NBN:fi:amk-2024112931166
Tiivistelmä
Human capital is a fundamental organizational resource, although adequate knowledge regarding talent retention has yet to be obtained. Therefore, the study investigates the determinants and consequences of talent retention strategy in the insurance industry. Vietnam was selected for the research due to its progressive and fast-growing economy. It employed a qualitative strategy and inductive approach following the research philosophy of subjectivism, interpretivism, and constructivism paradigms. Subsequently, two managers were interviewed, and eleven company employees were surveyed through Microsoft Teams and Forms. Thematic analysis was considered to make data patterns of employees' conventional and latent demands.
The empirical findings indicate that talent retention means keeping valuable human capital in the organization. Likewise, determinants of talent retention strategy include a positive work environment with open and two-way communication, implementing employee recognition, reward programs, compensation, benefits packages, and professional development. Consequently, talent retention is substantially vital in sound organizational functioning. Moreover, the study suggests that Herzberg's theory should not be restricted to employee satisfaction; it needs expansion into employee retention because employees might be satisfied but leave the company due to career development with another corporation.
Research suggests that companies should maintain hygiene factors such as competitive salaries, bonuses, a positive work environment, and effective leadership. They should also consider motivation factors, including investing in people, skills and knowledge development, recognition, flexible working conditions, and extended vacations beyond annual leave. By combining both factors, companies can retain employees, creating a pleasant work environment that satisfies them in the Vietnamese insurance industry.
The empirical findings indicate that talent retention means keeping valuable human capital in the organization. Likewise, determinants of talent retention strategy include a positive work environment with open and two-way communication, implementing employee recognition, reward programs, compensation, benefits packages, and professional development. Consequently, talent retention is substantially vital in sound organizational functioning. Moreover, the study suggests that Herzberg's theory should not be restricted to employee satisfaction; it needs expansion into employee retention because employees might be satisfied but leave the company due to career development with another corporation.
Research suggests that companies should maintain hygiene factors such as competitive salaries, bonuses, a positive work environment, and effective leadership. They should also consider motivation factors, including investing in people, skills and knowledge development, recognition, flexible working conditions, and extended vacations beyond annual leave. By combining both factors, companies can retain employees, creating a pleasant work environment that satisfies them in the Vietnamese insurance industry.