Online Registration

ISO 9001:2015

INSPIRA-JOURNAL OF MODERN MANAGEMENT & ENTREPRENEURSHIP(JMME) [ Vol. 16 | No. 3 | July - September, 2026 ]

Effect of Talent Management Practices on Employee Retention and Sustainable Competitive Advantage of Automobile Companies in Chennai

Mrs. K. Janani & Dr. R. Uma Maheswari

The existing business atmosphere is subjected to very quick transformations and increasing complication. The unstable market situation, improvement in technologies and demographics of employees are forcing organizations to manage their talented employees carefully and it is their top most priority. Organizations are also revising their management practices for talent in order to hold them and maintain competitiveness. This study is conducted in Chennai in Tamil Nadu, India. Convenience sampling method is adopted to select employees working in automobile companies and structured questionnaire is employed for gathering data from them and the size of samples is 320 employees. Compensation, learning and development and career development have significantly and positively affected employee retention in automobile companies. Meanwhile, compensation, career development and learning and development have significantly and positively affected sustainable competitive advantage of automobile companies. So, all hypotheses are confirmed by the findings. This study is contributed to current literature and empirical evidence in the areas of TMPs, ER and SCA. This research provides ideas for top management of automobile companies to improve effective use of talent management practices for increasing retention of their employees. The outcomes are also highly helpful for top management of automobile companies for improving their SCA through revising their TMPs.

  1. Abdul Latif, F. D., Saraih, U. N., & Harada, Y. (2019). Talent management and turnover intention: the moderating effect of employee engagement. Journal of Advanced Research in Business, Marketing, and Supply Chain Management, 3(1), 10-17.
  2. Abdul Shakoor Soomro, Syed Muneer Ahmed Shah, Shahzaman Balouch, Noman Fazal, & Sarang Ali,(2026). The influence of talent management practices on employee retention: An empirical study of public sector organizations. Center for Management Science Research, 4(3), 1163-1175.
  3. Achi, S. E., &Sleilati, E. (2016). The effect of coaching on employee performance in the human resource management field: the case of the Lebanese banking sector. International Journal of Trade and Global Markets, 9(2), 137-169.
  4. Aguinis, H., &Kraiger, K.(2009). Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60(4), 451-474.
  5. Alkaf, T. T., & Chiang, D. M. (2022). Talent management practices and employee discretionary work behaviour (DWB) in the hotel sector in Malaysia. African Journal of Emerging Issues, 4(5), 1- 9.
  6. Azeem, S.M., & Akhtar, N. (2014). Job satisfaction and organizational commitment among public sector employees in Saudi Arabia. International Journal of Business and Social Science,5(1), 127-133.
  7. Azeez, S. (2017). Human resource management practices and employee retention: A review of literature. Journal of Economics, Management and Trade, 18(2), 1-10.
  8. Bethke-Langenegger, P., Mahler, P., &Staffelbach, B.(2011). Effectiveness of talent management strategies. European Journal of International Management,5(5), 524-539.
  9. Bryant, P. C., & Allen, D. G. (2013). Compensation, benefits and employee turnover: HR strategies for retaining top talent. Compensation & Benefits Review, 45(3), 171-175.
  10. Chetana, N., & Mohapatra, A.K. (2017). Career planning and career management as antecedents of career development: A study. Asian Journal of Management, 8(3), 614-618.
  11. Chiekezie, O. M., Emejulu, G., & Nwanneka, A. (2017). Compensation management and employee retention of selected commercial banks in Anambra State, Nigeria. Archives of Business Research, 5(3),115-127.
  12. Church, A.H. (2014). What do we know about developing leadership potential? Organisational Development Practitioner, 46(3), 52-61.
  13. Egwakhe, J. A., Ajala, O. P., Adeoye, S. O. (2023).  Talent management and competitive advantage: The moderation role of workplace culture. European Journal of Human Resource Management Studies, 6(2), 170-191.
  14. Gope, S., Elia, G., &Passiante, G. (2018). The effect of HRM practices on knowledge management capacity: A comparative study in Indian IT industry. Journal of Knowledge Management, 22(3), 649-677.
  15. Hongal, P., &Kinange, U. (2020). A study on talent management and its impact on organization performance- an empirical review. International Journal of Engineering and Management Research, 10(1), 64-71.
  16. Hughes, J. C., & Rog, E. (2008). Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, 20(7), 743-757.
  17. Jayaraman, S., Talib, P., & Khan, A. F. (2018). Integrated talent management scale: Construction and initial validation. Sage OPEN, 8(3), 1-23.
  18. Kireru, C., Karanja, K., &Namusonge, G.S. (2017). Role of talent development process on competitive advantage of telecommunication firms in Nairobi city county, Kenya. International Journal Advances in Social Science and Humanities, 5(8), 10-21.
  19. Kontoghiorghes, C. (2016). Linking high performance organizational culture and talent management: Satisfaction/motivation and organizational commitment as mediators. The International Journal of Human Resource Management, 27(16), 1833-1853.
  20. Krithika, J., & Aithal, P. S.(2024). Talent retention practices adopted by the automobile companies with special reference to Chennai. Poornaprajna International Journal of Management, Education & Social, 1(2),14-25.
  21. Kumar, S. (2022). The impact of talent management practices on employee turnover and retention intentions. Global Business and Organization Excellence, 41(1), 21-34.
  22. Lamba, S., & Choudhary, N. (2013). Impact of HRM practices on organizational commitment of employees. International Journal of Advancements in Research & Technology, 2(4), 407-423.
  23. Li, M., Malik, M.S., Ijaz, M., & Irfan, M. (2023). Employer responses to poaching on employee productivity: The mediating role of organizational agility in technology companies. Sustainability,15(1), 1-21.
  24. Maheshwari, V., Gunesh, P., Lodorfos, G., & Konstantopoulou, A. (2017). Exploring HR practitioners’ perspective on employer branding and its role in organisational attractiveness and talent management. International Journal of Organizational Analysis, 25(5), 742-761.
  25. Marchington, M. (2015). Human resource management (HRM): Too busy looking up to see where it is going longer term? Human Resource Management Review, 25(2), 176-187.
  26. Maurya, K. K., & Agarwal, M. (2018). Organisational talent management and perceived employer branding. International Journal of Organizational Analysis, 26(2), 312-330.
  27. McCracken, M., Currie, D., & Harrison, J. (2016). Understanding graduate recruitment, development and retention for the enhancement of talent management: Sharpening ‘the edge’ of graduate talent. International Journal of Human Resource Management, 27(22), 2727-2752.
  28. Megha Singh, & Sanjeev Bhardwaj. (2024). Assessing the impact of talent management practices on employee retention in Aligarh's IT industry. Integrated Journal for Research in Arts and Humanities, 4(5), 14-21.
  29. Metz, D., Ilies, L., &Metz, M. (2020). The impact of organisational culture on leadership effectiveness and performance. Proceedings of the International Management Conference, 14(1), 776-788.
  30. Milkovich, G. T., Newman, J. M., & Gerhart, B. (2020). Compensation (13th Ed.). NewYork: McGraw-Hill.
  31. Moh: Qasim Ayaz, & Ahmad Nabi Nayel. (2021). Gaining sustainable competitive advantage through talent management practices: evidence from selected higher educational institutions in Kabul, Afghanistan.  International Journal of Marketing and Human Resource Management, 12(2), 42-53.
  32. Noor Majid Al Riyami.(2026). The impact of talent management on employee retention and satisfaction in Omantel. Global Scientific Journals, 14(2),187-205.
  33. Nurmala, N., & Hermina, U. N. H. (2024). Talent management: Preparing future leaders. International Journal of Business, Economics and Management, 7(3),160-167.
  34. Nzewi, H., Chiekezie, O., &Ogbeta, M. (2015). Talent management and employee performance in selected commercial banks in Asaba, Delta State, Nigeria. European journal of business and social sciences, 4(9), 56-71.
  35. Obeidat, B.Y., & Abdallah, A.B. (2014). The relationships among human resource management practices, organizational commitment, and knowledge management processes: A structural equation modeling approach. International Journal of Business and Management, 9(3), 9-15.
  36. Ochuko M. A. &Olumola, F. B. (2020). Talent management and employees’ retention in the Nigeria Banking Industry: A study of United Bank for Africa. The International Journal of Business & Management, 8(11), 80-87.
  37. Offiong Vivian Augustine, Amah, E., & Oshi, J.E.O. (2023). Talent management and sustainable competitive advantage of manufacturing firms in South -South, Nigeria.  Asian Journal of Economics, Finance and Management, 5(1), 437-448.
  38. Ombachi, D., & Deya, J. (2022). Influence of corporate culture on strategy implementation: A survey of commercial banks in Kenya. International Academic Journal of Human Resource and Business Administration, 4(1), 346-362.
  39. Payambarpour, A., & Hooi, L. W. (2015). Talent management in SMEs. International Journal of Human Resource Studies, 5(2), 1-17.
  40. Pranjali Madhur, Divya, J., Javed Alam, & Jyoti Prakash. (2024). Talent management strategies and its impact on employee retention: An empirical study. Journal of Informatics Education and Research, 1(3), 1041-1047.
  41. Priya Babu, K., Suresh Kumar, V., & Veeraiah. (2020). A study on talent management practices with reference to business process outsourcing companies in India. International Journal of Management, 11(5),2094-2101.
  42. Quaye, D., & Mensah, I. (2018). Marketing innovation and sustainable competitive advantage of manufacturing SMEs in Ghana. Management Decision, 57(9),1535-1553.
  43. Rabbi, F., Ahad, N., Kousar, T., & Ali, T. (2015). Talent management as a source of competitive advantage. Journal of Asian Business Strategy, 5(9), 208-214.
  44. RazazWaheeb Attar , Amal Alanazi, & Amal Hassan Alhazmi.(2025). Investigating the effect of talent management practices on sustainable competitive advantage in private-sector organizations. Sustainability, 17(1), 1-17.
  45. Schiemann, W.A.(2014). From talent management to talent optimization. Journal of World Business, 49(2), 281-288.
  46. Shrestha, R., & Prajapati, S. (2023). Influence of compensation on employee retention: An empirical evidence. Global Journal of Business and Management, 11(1), 45-58.
  47. Soeling, P. D., Ajeng Arsanti, S. D., &Indriati, F. (2022). Organizational reputation: Does it mediate the effect of employer brand attractiveness on intention to apply in Indonesia? Heliyon, 8(4),1-8.
  48. Spr, C.R., Nor, C.S.M., Kadiresan, V., Kumar, R., Mohamed, M.H., &Rethinam, K. (2014). Promoting employment security through training for employability. International Journal of Management, 3(1), 45-55.
  49. Stephen Makewit Mosong, & Peninah Tanui.(2023). Talent management practices and perceived sustainable competitive advantage of the Kenya’s commercial banks in Nairobi country: Interaction effect of organizational justice. International Journal of Research and Innovation in Social Science, 7(7),1-9.
  50. Sulaefi, S. (2018). The influence of compensation, organization commitment and career path to job performance employees at Kardinah hospital Tegal Indonesia. American Scientific Research Journal for Engineering, Technology, and Sciences, 47(1), 66-75.
  51. Tahmina Khanam, & Farhana Foysal Satata.(2025). The impact of talent management practices on employee retention: an empirical study on the SME industry of Bangladesh. International Journal of Research and Innovation in Social Science, 9(14), 2772-2791.
  52. Tambunan, T. (2019). Export-oriented small and medium industry clusters in Indonesia. Journal of Enterprising Communities: People and places in the Global Economy,3(1), 25-58.
  53. Tarique, I., & Schuler, R. S. (2010). Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of World Business, 45(2), 122-133.
  54. Tarique, I., & Schuler, R. S. (2018). A multi-level framework for understanding global talent management systems for high talent expatriates within and across subsidiaries of MNEs: Propositions for further. Journal of Global Mobility: The Home of Expatriate Management Research, 6(1), 79-101.
  55. Tran, Y. T., Nguyen, N. P., & Hoang, T. C. (2021). How do innovation and financial reporting influence public sector performance in a transition market? Journal of Accounting in Emerging Economies, 12(4), 645-662.
  56. Yildiz, R. O., & Esmer, S. (2022). Talent management strategies and functions: A systematic review. Industrial and Commercial Training, 55(1), 93-111.

DOI:

Article DOI:

DOI URL:

Download Full Paper:

Download