Middle managers serve as a crucial link between senior and junior managers
Universities are no exception to the rule that people are crucial resources for their respective fields. In any university institution, every employee is significant, but managers are seen as more significant because they guide the organization in the right way.
Human resource departments and planning for HR
Human resource departments are entrusted with making plans to guarantee that a firm has the appropriate amount of employees with the necessary abilities to satisfy projections. Planning for HR includes demand and forecasting, planning for actions, and planning for scenarios. Action entails anticipating shortfalls through internal promotion, external recruitment, retention, training, and having adaptable techniques (Armstrong, 2009).
Succession planning and employee retention
Ruthwell (2010) states that succession planning and employee retention are a part of HR planning which is concerned with staffing and has the effect on reducing staff turnover. According to Armstrong (2003) succession planning ensures that suitable managers are able to fill vacancies from promotions, death or retirements established in the near future. Management succession planning is the situation where assessing and auditing talent and skill within the organization is done. Beardwell, Holden and Clayton (2004) suggest that some elements of a retention plan are mostly determined by high labor turnover and risk analyses which are conducted periodically. From this analysis, the most suitable way to be able to retain employees is to ensure they are always satisfied.
Challenges of retaining talent in universities
Big universities are challenged with a tough challenge of retaining talent. There is need to attract and retain employees in the universities for consistencies in terms of learning activities, exams and results compilation. Employees move from one institution to another in search of better environments. There has been the challenge of evaluating the factors on succession planning that boost retention. The administration has decided to focus on talent management and other succession planning practices which have a direct impact on retention of employees.
Research Objectives
The following were the main objectives to be used for this study:
- To determine the effect of talent management on employee retention in large universities.
- To establish the effect of career management on employee retention in large universities.
- To find out the impact of rewards management on employee retention in large universities.
- To determine the effect of performance management on employee retention in large universities.
Methodology
This study will use descriptive survey research design. According to Cooper and Schindler (2003) a descriptive research design is often defined by creating a group profile through data collection, data tabulation on the research variables. This research will use this design because there exist some information on succession planning practices and employee retention. Data will be collected using structured questionnaires. The study will also use secondary data which means it will use already published data that has been collected for other use other than the current one. Around five sources will be used for secondary data. The secondary data will be from books, periodicals and journals. They include; (Ruthwell, 2010); (Yaday & Saxena, 2015); (Noe, Hollenback, Gerhart & Wright, 2003); (Armstrong & Taylor, 2014) and (Oladapo, 2014). These sources will be able to provide some background facts on real studies done related to the research topic. The research design will use a proposition to be a representative of the whole population and findings to be assumed to apply for the entire population. The data collected by the questionnaires will be coded and keyed into SPSS which will later be used as an analytical tool.
References
Armstrong, M. (2003).A Handbook of Human Resource Management Practice: (9th Edition), London, Cambrian Printers Ltd. Armstrong, M. (2003).A Handbook of Human Resource Management Practice. (10thEdition), Gopsons Papers Limited, Noida India
Armstrong, M. (2009).A Handbook of Human Resource Management Practice: (11th Edition), Cambrian Printers Ltd, London
Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice. Kogan Page Publishers.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2003). Gaining a competitive advantage. Irwin: McGraw-Hill.
Oladapo, V. (2014). The impact of talent management on retention. Journal of business studies quarterly, 5(3), 19.
Rothwell, W. J. (2010). Effective succession planning: Ensuring leadership continuity and building talent from within. AMACOM Div American Mgmt Assn.
Rothwell, W. J. 2010. The future of succession planning. Training & Development. 64(9):50-54
Yadav, P., & Saxena, S. (2015). Interrelationship among Employee Retention Strategies Adopted by Corporate Sector: An Empirical Study. International Journal of Research in Management, Science and Technology, 3, 196-201.
