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Introduction OfThe Impact Of Talent Management Practices On Employee Performance A Case Study Of Tesco Plc.
Background/Context of the Research
Organisations are aware of the value of talent management practises in increasing employee performance and achieving a competitive edge in today's cutthroat business climate. Tesco PLC, a top international retailer, places a high priority on talent management techniques to draw in, nurture, and keep outstanding staff members (Rinaldhy, 2021). The goal of this proposal is to analyse how Tesco's talent management strategies affect worker performance. This study aims to offer important insights into the connection between talent management practises and worker performance in a practical setting by examining Tesco's talent acquisition, training and development, performance management, and succession planning strategies.
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Research Question
This research has a number of questions which are as follows:
- What are the key talent management practices?
- What is the importance of employee performance and wellbeing?
- What to recommend better employee performance strategies and plans?
Research Objectives
The aim and objectives of research are illustrated below:
Aim
The purpose of this research is to find out the impact of talent management practices on employee performance; a case study at Tesco Extra store in Surrey Quays Shopping Centre, Redriff Road, London SE16 7LL.
Objectives
- To identify some of the key talent management practices.
- To analyse the importance of employee performance and wellbeing.
- To be able to recommend better employee performance strategies and plans
Chapter 2: Literature Review
Key points
Talent Management
According to( Budhwar,2009), In the realm of human resource management, there has been a lot of interest in the effect that talent management strategies have on employee performance. The impact of talent management practises on both individual and organisational results has been the subject of several research. An overview of the main conclusions on the influence of talent management practises on worker performance is given in this literature study. However (Armstrong,2005), have emphasised the need of efficient talent acquisition plans. Talented individuals are attracted to and chosen through high-quality recruiting procedures, which has been demonstrated to have a favourable influence on employee performance. Employee performance is often greater in companies that apply stringent selection procedures and concentrate on finding people with the appropriate skills and competences.
Employee Performance and Well-being
Practises for talent development have also been seen as essential for enhancing employee performance. Workplace performance and work satisfaction are enhanced through training and development initiatives that improve employees' knowledge, skills, and capacities. Offering chances for learning and career advancement improves individual performance and aids in the organization's ability to retain personnel(Collings,2018). (Sparrow,2013), in his study showed that systems for performance management are essential for coordinating employee performance with organisational objectives. Employee motivation, engagement, and overall performance have been proven to be positively impacted by consistent performance feedback, goal-setting, and performance review systems. Continuous improvement and goal achievement are facilitated by clear performance objectives and efficient feedback methods. Lastly, (Chuang,2016), emphasised in his study that employee performance has also been connected to succession planning, another facet of talent management. A more engaged and productive staff is more common in companies that proactively identify and train future leaders. Planning for succession helps minimise interruptions and maintain performance standards by ensuring a talent transition inside the organisation.
Conceptual Framework
Table 21: Conceptual model for Talent Management and Employee Performance
Sources: Author’s Own Elaboration, (2023)
According to the above given conceptual framework, employee performance (the dependent variable) is directly impacted by talent management practises (the independent variable). Organisational culture, a moderator variable, does, however, mitigate the association. Employee performance is enhanced as a result of more effective talent management strategies that are supported by a healthy organisational culture. The framework recognises that organisational culture may have an impact on how talent management practises turn out and emphasises the significance of taking into account the cultural context when determining how they affect employee performance.
| Dependent |
Independent |
Moderator |
| In this study, the dependent variable is employee performance. It speaks to the degree of effectiveness, efficiency, and productivity displayed by workers in completing their assignments and reaching organisational objectives. Talent management strategies are one of several elements that affect employee performance. |
Practises for managing talent include a variety of actions intended to draw in, nurture, and keep talented workers inside an organisation. Talent sourcing, training and development, performance management, and succession planning are some of these procedures. The application and efficacy of talent management practises inside Tesco PLC serve as the study's independent variables. |
In this study, the moderator variable is Tesco’s’ organisational culture. It speaks of the common values, assumptions, customs, and conduct that influence an organization's workplace. |
Chapter 3: Methodology
Research Approach
The research approach for this study will involve conducting a questionnaire survey among 60 employees of Tesco PLC. The questionnaire will be designed to capture relevant variables such as talent acquisition, training and development, performance management, and succession planning (Roopa, 2012). The questions will be designed to assess employees' experiences, perceptions, and attitudes towards these talent management practices and their perceived impact on their performance. The research approach of utilizing a questionnaire survey allows for efficient data collection and provides quantitative insights into the impact of talent management practices on employee performance within Tesco PLC. A sample size of 60 employees will be selected based on practical considerations and the resources available for data collection. The questionnaire will be distributed among the selected employees, ensuring confidentiality and voluntary participation. The data collected from the questionnaire responses will be analysed using statistical techniques such as descriptive statistics, correlation analysis, and regression analysis to examine the relationship between talent management practices and employee performance.
Research Strategy
The chosen study will use a cross-sectional and quantitative research design as its research approach. Data will be gathered quantitatively using a structured questionnaire survey (Setia, 2016). Closed-ended questions in the survey will enable the study of numerical data. The study will use a cross-sectional design since information from a sample of 60 employees will be gathered at a certain period (Manfreda, 2003). With this strategy, it is possible to get a quick overview of the connection between Tesco PLC's talent management procedures and worker performance. To investigate the effect of talent management practises on employee performance, data analysis will use statistical approaches such descriptive statistics, correlation analysis, and regression analysis. The research will add to the body of knowledge and give useful recommendations for Tesco PLC's talent management policies. It will also shed light on the link between talent management practises and worker performance.
Methodology & Tools
The methodology for this study will involve a quantitative research approach using a structured questionnaire survey (Lu, 2021). The questionnaire will be designed to gather data on talent management practices and their impact on employee performance within Tesco PLC. A total of 60 individuals from various organisational levels and departments will make up the sample size. As the questionnaire will be sent electronically, easy data collection and answer confidentiality are guaranteed. The survey will include a mix of demographic data and closed-ended questions with Likert scales(Sullivan, 2013). Employee opinions on talent management techniques including talent acquisition, training and development, performance management, and succession planning will be gauged by the closed-ended questions. The degree to which respondents agree or disagree with various claims about the effects of these practises on employee performance will be determined using Likert scales. Utilising statistical tools like SPSS (Statistical Package for the Social Sciences), the questionnaire's data will be analysed (Rahman, 2021). The data will be analysed using descriptive statistics, such as means, frequencies, and percentages. The links between talent management strategies and employee performance metrics will be investigated using correlation analysis. To evaluate the effectiveness of talent management strategies in predicting employee performance while accounting for any confounding factors, regression analysis will be used. The amount to which talent management strategies influence variances in employee performance will be established via this investigation.
Sampling Approach
Combining convenience sampling with stratified sampling will be the sampling strategy used for this investigation. The demographic of interest consists of Tesco PLC workers. To guarantee participation from various organisational departments and levels of hierarchy, stratified sampling will be utilised. Convenience sampling will be used within each stratum to choose participants based on availability and accessibility. Participants will be chosen after taking into account things like their desire to engage and their time restrictions. This sampling approach allows for a diverse representation of employees across different areas of the organization, ensuring a comprehensive understanding of the impact of talent management practices on employee performance. However, it is important to note that the findings may not be generalizable to the entire population of Tesco PLC but will provide valuable insights within the scope of the study (Shi, 2015).
Ethical Considerations
The ethical aspects of this investigation will take precedence. The study's objective, the participants' voluntary involvement, and the confidentiality and anonymity of their answers will all be explained to participants. Data will be securely kept and consent will be sought in a transparent manner. Privacy of participants will be protected, and the study will follow all rules and laws pertaining to ethics(FLEMING, 2020).
Chapter 4: Conclusion
In conclusion, this study aims to examine the impact of talent management practices on employee performance within Tesco PLC. Through a quantitative research approach utilizing a structured questionnaire survey, data will be collected from 60 employees representing different departments and hierarchical levels. The findings will provide insights into the effectiveness of talent acquisition, training and development, performance management, and succession planning strategies in enhancing employee performance. Ethical considerations will be upheld throughout the study to ensure participant confidentiality and informed consent. The study's results will contribute to the existing literature on talent management practices and provide practical implications for Tesco PLC and other organizations seeking to optimize employee performance through effective talent management strategies.
References
- Armstrong, M., & Baron, A. (2005). Managing performance: Performance management in action. CIPD Publishing.
- Budhwar, P. S., & Debrah, Y. A. (2009). Future research on human resource management systems in Asia. Asia Pacific Journal of Management, 26(2), 197-218.
- Chuang, C. H., Jackson, S. E., & Jiang, Y. (2016). Can knowledge-intensive teamwork be managed? Examining the roles of HRM systems, leadership, and tacit knowledge. Journal of Management, 42(2), 524-554.
- Collings, D. G., Scullion, H., & Vaiman, V. (2018). Talent management: Progress and prospects. Human Resource Management Review, 28(3), 249-251.
- FLEMING, J., 2020. Methodologies, methods and ethical considerations for conducting research in work-integrated learning, s.l.: University of Waikato.
- Lu, M., 2021. A Systematic Review of Questionnaire-Based Quantitative Research on MOOCs. International Review of Research in Open and Distributed Learning, 22(2).
- Manfreda, K. L., 2003. Open-ended vs. Close-ended Questions in Web Questionnaires, s.l.: University of Ljubljana.
- Rinaldhy, M. A., 2021. The Importance of Talent Management and the Challenges It Faces, s.l.: Bogor Agricultural University.
- Rahman, A., 2021. SPSS: An Imperative Quantitative Data Analysis Tool for Social Science Research, s.l.: Begum Rokeya University, Rangpur.
- Roopa, S., 2012. Questionnaire Designing for a Survey. The Journal of Indian Orthodontic Society, 46(4), pp. 37-41.
- Setia, M. S., 2016. Methodology Series Module 3: Cross-sectional Studies. Indian Journal of Dermatology, 61(3).
- Shi, F., 2015. Study on a Stratified Sampling Investigation Method for, s.l.: Hindawi Publishing Corporation.
- Sullivan, ,. M., 2013. Analyzing and Interpreting Data From Likert-Type Scales. J Grad Med Educ, 5(4), p. 541–542..
- Sparrow, P. (2013). Globalizing human resource management. Routledge.
