Role of Talent Management in organizational performance in Pharmaceutical Industry

of Karachi

GROUP MEMBERS:

FARIYAL IQBAL (SP17-BBAH-0031)

PAYAL KUMARI (FA17-BBAH-0016)

MALIHA IQBAL (SP17-BBAH-0067)

COURSE INSTRUCTOR:

SIR ABDUL WAHAB KHAN

Contents

AKNOWLEDGEMENT 5

ABSTRACT 6

Key terms 7

CHAPTER 1 8

INTRODUCTION 8

1.1 Background 8

1.2 Pakistan Pharmaceutical Industry 10

1.3 Problem Statement 11

1.4 Research Objectives 12

1.5 Research Questions 12

1.6 Research Significance 13

1.7 Definitions of Key Terms 15

1.8 Limitations of the Study 17

CHAPTER 2 18

2.1 Literature Review 18

2.2 Talent Management 18

2.3 Talent Identification (TI): 19

2.4 Talent Attraction (TA) 20

2.4.1 Selection of vacancies 21

2.4.2 Staffing strategy 21

2.4.3 Recruiting policy 21

2.4.4 Planning and releasing content 21

2.4.5 Processing and assessing applications 21

2.4.6 Notifying applicants 22

2.5 Talent Retention 22

2.5.1 Organizational and Managerial Factors 22

2.5.2 Work Relationship 22

2.5.3 Career and Work-Life 23

2.5.4 Rewards 23

2.5.5 Career Learning and Development 23

2.5.6 Employer Policies and Practice 23

2.6 Training and development 23

2.7 Theoretical Clarification 24

2.7.1 Human relations theory 24

2.7.2 Maslow’s hierarchy of needs theory 24

2.7.3 Equity theory 25

2.8 Scope of Talent Management 25

2.9 The Talent Management Strategy 26

2.10 Talent Management as a Field Of Research 26

2.11 Relationship between Talent Management and Human Resources Management

27

2.12 Contention Perspective of Talent Management 28

2.13 Relationship Between Organization’s performance And Talent Management

29

2.14 Organization’s performance And Organizational Culture 29

2.15 Conceptual Frame Work: 30

Figure 1: 30

2.16 HYPOTHESIS 31

CHAPTER 3 32

RESEARCH METHODOLOGY 32

3.1 Research Design 32

3.1.1 Exploratory Research 32

3.1.2 Descriptive Research 33

3.1.3 Causal Research 34

3.2 Research Approach 35

3.2.1 Deductive Approach 35

3.2.2 Inductive Approach 35

3.3 Research Method 36

3.3.1 Quantitative Research 36

3.3.2 Qualitative Research 37

3.3.3 Mixed Research 37

3.4 Population 38

3.4.1 Sample Size 38

3.5 Sampling Technique 38

3.5.1 Probability Sampling/ Random Sampling 39

3.6.1 Non-Probability Sampling/ Non-Random Sampling 41

3.7 Scaling Techniques 42

3.7.1 Comparative Technique 42

3.7.2 Non-Comparative Scaling 43

3.8 Research Instrument 43

3.8.1 Questionnaire 44

Structured Questionnaire 44

Unstructured Questionnaire 44

3.8.2 Hypothesis 45

3.8.3 Analysis Design 45

CHAPTER 4 47

Data Analysis 47

4.1 Reliability Test 47

4.2 Correlations 48

4.3 Regression 48

4.3.1 Anova 49

4.3.2 Coefficients 49

4.4 Descriptive 50

CHAPTER 5 51

5.1 Conclusion 51

5.2 Recommendations 51

5.3 Future Research 52

REFERENCES 53

APPENDIX 60

QUESTIONNAIRE 60

AKNOWLEDGEMENT

While doing this research we have learned so many things, these all the things that we

have learned will surely help us in the future. We are very much thankful to

MUHAMMAD ALI JINNAH UNIVERSITY who provided us this platform where we can

prove ourselves and also thankful to our teacher who supported and guided during this

during this research. Special thanks to our teacher ABDUL WAHAB KHAN for his

encouragement, constant support and supervision. He helped and pushed us for the
best. We are grateful to him; he give us a platform to do the research; below his

guidance, knowledge & information.

ABSTRACT

This; study is conducted to examine the influence of talent management on the

organization’s performance, the variables of talent management emergent the area in

literature for understanding the deep relationship between talent management and

organization performance.

The quantitative approach has; been used and the data has been composed from the

pharmaceutical industry of Karachi through questionnaire and 200 respondents

complete the survey. This study results in positive direction and indicates the positive

relationship among organization’s performance and talent management, here

organization’s performance is dependent on talent management and four variables

have studied in this study which are talent retention, talent attraction, t&d, and talent

identification.

This study provides the insights that how TM is significant for society and how it helps

to improve the organization’s performance.

Key terms

HRM: Human Resource Management.

T&D: Training and development.

CHAPTER 1

INTRODUCTION

1.1 Background

The strength of the organization is HR and it is considered very important. The most

valuable factor that organizations need is human resource to run organization

efficiently, effectively and smoothly. The organization can be succeeded if the

managers and employees are loyal and hardworking (Devi, 2017).

One of human resource development measures is talent management all around the

world that; successful organizations; takes which includes the organization to retain
and recruit experienced talented employees to boost performance. They should pay

attention to creating an effective atmosphere that promotes the individual creativity of

their employees to create high-performance organizations through talent management.

In addition, the war for talent was proclaimed in the 1990s; and the key roots of talent

management were transformed into an effective and efficient recruiting process, a

strengthening of the culture and values of the organization, the capacity for employee

development initiatives and the identification of beneficiaries of appropriate training.

(Tubey& al., 2015).

The unique talents of their workforce are not maintained, rewarded and effectively

developed by most of the organizations. This thing results in that, the employees try to

change from one organization to another, to see that from which place they belong.

Such organizations are likely to try HR with a high degree of competence and

expertise. Due to the lack of a real talent management system in place. HR is seeing

the essence of talent management. Not only does it increase; their productivity, but it

also increases their motivation, job satisfaction and there is also a high staff retention

rate when employees' talents are recognized. Human Resources roles such as

succession planning, performance evaluation, t&d and recruiting and selection aim to

recognize, if not advance, the role of talent management. To make employees more

efficient, effective and motivated to stay at work, the talent management process

involves every HRM practice. In 2019, research was conducted in Bangladesh in that

research authors come to know about “various HR activities and training programs in

the organizations which ensure career path for performance to perform more

effectively and efficiently to contribute more and more” (Devi, 2017).

The most significant indicator of managerial success and the most important variables

in management; research is the performance of the organization in terms of aims and

goals; the performance of the organization is the analysis of the performance of the

company. The performance analysis of the company compared to the objectives and

goals is the performance of the organization. The performance of the organization is a

pointer that measures how fit and originality achieves its objectives. The performance

of the organization can be assessed by the efficiency and effectiveness of the

objective achievement of the organization. The possibility of organization’s

performance depends on the concept that the voluntary association of productive

assets is the organization which involves HR, capital and physical for the benefit to

achieve a shared purpose. As we can see, all organizations want to improve

performance, but this cannot be done without employees. The powerful impact of t&d

not only on the skills and knowledge of employees, but also on the commitment of

employees. These employees will be more interested in t&d if there is a benefit to

them. (Karim, & Latif, 2019).

1.2 Pakistan Pharmaceutical Industry

The most developed and vibrant sector of Pakistan is the Pakistan’s manufacturing.

Almost there are 759 organizations related to pharmaceutical organization working in

Pakistan, out of 759 there are 25 multinational companies. 70% of finished medicine

request is fulfilled by pharmaceutical industry. Pakistan's pharmaceutical markets are

exposed to confident market advances over the previous period of time. By investing in

their research department, this sector is thriving year after year. (Abbirahman, &

Tarique, 2020). Pakistan's pharmaceutical organization is now in a position to follow

the Gross Manufacturing Process simply because of this. They can now meet the

requirements and the international guidelines. Despite being a new entrance to the

global market, exports from Pakistan's Pharmaceutical Organization have crossed US$

100 million. Just because of investment in research and development, Pakistan’s

pharmaceutical organization is now able to export 5 times its export vision. US $ 500

million is their target for exports by 2020. By providing drugs and medicines to millions

of people of the country, the pharmaceutical organization has become a successful

story. Most vibrant and much developed sector of Pakistan is Pakistan manufacturing.

(Foster, 2015).

Pakistan Pharmaceutical industry is very forward and vibrant industry. There was no

pharmaceutical industry at the time of independence in 1947. Pharmaceutical industry

of Pakistan provides high quality drugs at affordable prices. Pakistan pharmaceutical is

not only providing the medicines with in the country but also it is well set to take on

international markets (Abdirahman, &Tarique, 2020).

1.3 Problem Statement

Nowadays, the organization facing the greatest challenges in terms of talent

management and, according to the Human Capital Institute, "creating or maintaining

the ability of its companies to compete for talent is the single biggest challenge in labor

management." Due to the lack of an effective talent management system,

pharmaceutical organizations in Karachi tend to search for human talent. Human

Resources Management is searching for the need to handle talent. This study will

analyze the impact of talent management on the performance of the organization. In

addition, a further challenge is to explore how talent retention, talent identification, t&d
and talent attraction work as variables in talent management are interlinked with

organizational productivity , efficiency and efficiency, and employee satisfaction,

reflecting the performance of the organization. Along this we will identify the loop hole

that is organization not providing training to employees or not mentoring them or not

providing the rewards because employee productivity, efficiency and effectiveness

ultimately impact the organizational growth and performance. Understanding of

responsibilities to employees within their role would be given by the training and it will

also boost their confidence and this confidence will affect their performance in the

organization and this will be effective for the organization. Employees on top of

changing industry standards and are competent will help the organization to become a

strong competitor and can hold the position of the leader. The researcher inspects the

relationship between talent retention and perceived T&D. (Foster, 2015)

The study found that t&d has significant positive relationship with employee retention

by using the data from 1191 employees from 7 organizations. The same survey was

done by the Pakistan’s banking sector in which the results were that the significant

impact on talent management and organization’s performance are by on job training.

The researcher recognizes that the effects of incentives, employee benefits and

training satisfaction impacts on the commitment of the part-time employees (Karuri,

Nahashon, 2015). Training and incentives both have a significant impact on the

performance of employees in the organization revealed by the results. Although this

research will influence the impact of TM employees on the performance of Pakistan’s

pharmaceutical organization. This is how the training provided to the staff of the

organization has increased the attractiveness of the organization.

1.4 Research Objectives

To study the effect of talent identification on organization’s performance in

pharmaceutical organization.

To analyze the effects of talent attraction on the performance of pharmaceutical

organization.

To identify the effects of talent retention on organizational efficiency and

effectiveness in pharmaceutical organization.

To examine the effects of t&d of employees on the performance of the organization

in pharmaceutical organization.

1.5 Research Questions

Does the study effect talent identification on organization’s performance?

What is the of talent attraction on the performance of pharmaceutical organization?

How does talent retention on organizational efficiency and effectiveness of

pharmaceutical companies?

How t&d of employees can affects the performance of an organization in

pharmaceutical organization?

1.6 Research Significance

1.6.1 Theoretical Significance

The analysis will promote the human resource specialists of the pharmaceutical

sector to understand and identify the importance of the role of talent management to

enhance the performance of the organization. The explanation behind TM is that the

industry is run by workers, they are the ones who make profit by using business assets

to manufacture goods and services that people need. The implication is that better
people in the organization will perform better, and that is the rationale behind TM for

attracting, developing, and using the best intelligence to achieve greater business

outcomes. (Lyria, Namusonge and Karanja, 2017).

The TM model categorizes the different components of talent management and

connects them to organizational success, which is essentially focused on

organizational efficiency. On the basis of these claims, the researcher aims to define

the role of TM in the organization of the success of pharmaceutical companies.

In today’s business regarding people issues of competitive climate is to find a

technique of attracting, retaining, developing, and motivating skilled people (Karanja,

2017). However ,A survey by Human Capital Institute’s and Aberdeen Group found

that studied out of 170 companies , 57% said that they were unable to attract the

talent of employees’, they required to have a reasonable edge and 79 % of the

companies’ chief concern was the issue of challenges in applying succession planning

also CIPDs (2012) learning and development survey found that about 75% of

organizations reported a insufficiency of management and leadership skills that led

to low performances in their organizations.

1.6.2 Managerial Implications

This research will help the human resource managers to judge the effects on

employee’s performance of the talent management.

This research study will assist HR managers in evaluating the effect of talent

management on employees ' performance. The outcome may help managers rethink

their talent management strategies which may help HR managers add more resources

to TM programs or get rid of resources that do not support employee commitment.

This research is launch with an objective to integrate and explore TM issues come

across in practice and highlight in literature. For this purpose, the pharmaceutical

industry is chosen as the framework given that it faced unique challenges,

opportunities and constraints with regard to TM. The first objective of this research is to

explore the TM practices of pharmaceutical sector, to survey their strengths and

limitations, to identify the success of TM practices and systems, and relate their

relationship with organization’s performance factors. The second objective is to derive

a conceptual framework of TM based on extant research, and different systems of TM

used by organizations. The research also aim to propose a set of practices that based

on growing framework and further enhance the effectiveness of TM practices in

organizations (Sharda, 2016).

1.7 Definitions of Key Terms

1.7.1 Talent Management

Talent management is the process of identifying a vacancy, hiring an appropriate

person, developing the skills and abilities of the individual required for vacancy, and

maintaining long-term goals.

The idea of talent management was born from World War 2. When the McKinsey

Consulting Group declared human resources "War for Talent" at the end of the 1990s,

the strategic importance was realized. Talent management act as an anchor for the

success of the organization in three factors of talent management, and these factors

are the creation of careers for employees, development and reward plan, it will helps to

ensure quality of work and leads to better performance (Rabbi, et.al, 2015).

1.7.2 Talent Retention

An initiative by the company to improve the working climate to help current workers

and to keep employees motivated to stay within the company to minimize turnover. It

refers to various practices and policies which let employees to be committed with

organization for longer period. There are two categories of retention, one is intrinsic

and the other is extrinsic, and the intrinsic includes non-monetary rewards that help to

satisfy the psychological needs of employees, while the extrinsic rewards include

monetary rewards that help to meet the physiological needs of employees. Extrinsic

rewards act as a motivator. (Rabbi,et.al, 2015).

1.7.3 Talent Attraction

It represents the stages that start with opening or providing one or more job positions

and ends with the new engagement for organizations, it attracts employees. Talent

acquisition elements include recruiting and quality, workplace identity, employee value

proposition and employer of choice (Nahashon, 2015). Recruitment and selection

needs the organization to use different methods to find and select an employee who

fits into the culture of the organization and the value of the organization (Karuri, &

Nahashon, 2015). Recruitment of talent pools is the first and important task, the talent

pool is a group of potential or talented candidates that will lead the organization to

competitive performance (Nouman, 2018).

1.7.4 Training and development

The systematic learning of attitudes, concepts, knowledge, roles, or skills that results in

improved performance in organization. (Karuri, & Nahashon , 2015).

Skills training process for non-management jobs. According to (Nahashon, 2015),

training has become an important part of talent management; it ensures the skilled,
competent and motivated employees. Through training, orientation programs and

technical workshops helps to grow career and improve performance of an

organization.

Skill enhancement process for managerial jobs. In this competitive business era, talent

development become very important to enhance the performance of any organization,

it is considered as backbone of growth now a days because without continuous

learning and practice, gaining and maintaining performance become impossible. It

indicates the activities involved in providing training, seminars, workshops, and

counseling or further activities for make and organization competent and increase

growth (Tatoglu, 2016).

1.7.5 Talent Identification

Talent identification identifies or evaluates the current performance or abilities of

organization and opens or finds potentials for future. According to (Tatoglu, 2016), it is

becoming vital to identify pool of talent for future leadership and growth. Talent

identification transparency may be considered reasonable from strategic point of view,

because it reflects positive expectations of an organization for achieving future

performance and advancement of an organization. According to (Khoreva, et.al, 2019)

it increases the expectations of employees, some scholar say it might cause

arrogance, self-satisfaction and motivation to work.

1.8 Limitations of the Study

One of the limitation of this study is the limited generality of the results, Due to time

and cost limitations, a common sample technique will be used large number of sample
gives the accurate results. The data which provided by an organization is considered

to be truthful, the study conducted limits on few pharmaceutical companies in Karachi,

the sample size of study remains to 150 questionnaire and last one is lack of time

because as report have to made and questionnaire need to fulfilled.

Due to the unexpected situation of Karachi, Corona virus vacations are given so that

classes are not taken as per schedule on a regular basis.

CHAPTER 2

2.1 Literature Review

The analysis of the literature review related to these research variables is provided in

this chapter. Performance of the organization and talent management of the

pharmaceutical organization. First of all, it will cover the literature review of the

relationship between the performance variables of the organization and talent

management. The researcher relied on Optimism's talent management model. Talent

management identifies the model of the various components of talent management

and then links them to the performance of the organization.

2.2 Talent Management

After the study of McKinsey, a concept regarding Talent management has raised in the

late 1990s “War of talent”, which took the importance of attaining talented people to

achieve business success. (Armstrong, 2015)

The combine set of activities regarding Talent management to the organization attract,

motivates retains, and develops the people for now and till in the future (Armstrong,

2015). Talent management as the identification, engagement, development, retention

and talent deployment in the organization. (Kahinde, 2015)This means that the

organization systematically identifies key positions within the organization that play a

separate role in development and gives the organization more strength to face rivalry,

which gives the organization borders beyond rivalry.

One of the most important sources of competitive advantage and sustainable

organization’s performance is the human capital. So in order to ensure the recruitment,

retention so growth of its staff, companies need to establish and incorporate talent

management strategies that (Gardner,, 2016) play a key role in closing the gap

between the talents expected and the existing talents required to achieve their

objectives (Blackman, & Kennedy, (2019) claimed that talent management practices

are conducted during the life cycle of employees. Furthermore, (Agbaeze, Monyei, &

Agu, 2017) This has suggested that talent acquisition is all about having skilled staff

with the best expertise and abilities to execute vital roles with a view to achieving the

HR roles.

2.3 Talent Identification (TI):

Selection of candidates for potential leadership, not for a particular job Succession

Selection, is the future career selection of recognized talent based on their abilities,

experience and competencies.

Succession preparation is the first clear outcome of talent management. Succession

preparation is to test the capabilities of current human resource and link them to the
future need. (Agbaeze, Monyei, & Agu, 2017). This relies on the developmental

systems of human workers to train heirs for vital roles. By the end of the day, the key

goal is to build good leadership structures and to reduce the instability in terms of

retention.

For both people and organization development is very much important, as workers with

suitable expertise and capabilities can boost the comparative position of the company

and enhance the capacity to respond to a changing climate. Growth and schooling are

separate terms. (Blackman, & Kennedy, (2019). You may train workers to respond to

customer service requests, drive a vehicle, insert data on a computer, or set up a

television set. However, development such as decision, obligation, judgment, and

statement forms a huge challenge for the organization (Mathis & Jackson, 2011)

(Armstrong & Taylor, 2014) describes growth as "a mechanism that enables people to

change from a current state of understanding and ability to a future state in which

higher abilities, expertise and skills are needed. According to CIPD (2006), the

development phase includes the meeting of learning and development systems,

methods and relationships. Therefore, (Armstrong & Taylor, 2014) specified that the

process of learning and development includes the following approaches:

Learning: defined by (Al Battrikhi, (2016) as “The process in which knowledge is

generated through the conversion of experience”.

Education: The development of the abilities, principles and expertise required in all

aspects of life other than knowledge and skills specific to those fields of practice.
 Training: a structured transformation of actions by learning experiences, techniques

and training that allows individuals to achieve the degree of knowledge, skill and ability

required to handle their job effectively.

Development: Enhancing or improving human ability and capacity through the

development of schooling and educational experience.

2.4 Talent Attraction (TA)

Getting and supporting the most suitable workers would allow companies to minimize

costs while delivering an improved outcome. In fact, the cost of inappropriate recruiting

practices can be between 20% and 200% of the annual wage, in fact to the effect of

replacing the wrong candidate and recruiting and preparing the next employee (Foster,

2015).describes attractiveness as the processes that are observed. It aims to build the

identity of the company and, through recruiting methods, it has a significant influence

on the corporate culture. The aim of recruiting is to select appropriate applicants to

fulfill corporate requirements in the most cost-effective manner possible. According to

(Tyson, 2014), the following processes consist of an efficient and structured recruiting

process:

2.4.1 Selection of vacancies

Work openings in companies arise as a new project is launched, growth, restructuring

or employees leave the company and need to be replaced.

2.4.2 Staffing strategy

There are two approaches for internal and external procurement, so it is important to

consider how positions should be filled internally due to their positive effect on

companies.
2.4.3 Recruiting policy

There are 3 main rules to remember that are, in terms of hiring decisions, the degree

of accuracy in reacting to recruiting criteria and the interaction between recruitment

and several other policies, including such award policies.

2.4.4 Planning and releasing content

Purplish content is used under such circumstances, such as job title, to attract the

highest number of appropriate applicants; meeting employment laws and regulations

and communicate a good brand about organization.

2.4.5 Processing and assessing applications

This requires comparing, studying and taking decision to disagree or agree hiring the

candidate based on application results.

2.4.6 Notifying applicants

The final step in the recruiting process, which involves notifying a good individual as

well as a disqualified candidate of the outcome of their applications.

2.5 Talent Retention

Madan, & Srivastava, (2015) claims that retention is essential because it will lead to

poor output in otherwise successful units. Good retention strategies can influence the

recruiting, training and hiring processes of organized human resources. Retention

policies are developed to guarantee that individuals are dedicated members of the

company. The consequence of these rules is a flood of talent that generates and

maintains talent pools (Armstrong & Taylor, 2014). According to Madan, & Srivastava,

(2015) workers remain or leave jobs for a variety of reasons, such as workplace ties,
business and corporate factors, regional global problems and other causes. In

addition, there are other elements acting as retention drivers these include:

2.5.1 Organizational and Managerial Factors

Organizations with specifically defined goals and with managers and personnel

responsible for delivering outcomes are perceived as a healthier working atmosphere,

in particular workers with a view to enhancing their financial and career paths.

2.5.2 Work Relationship

There are many activities that can improve success, such as supportive partnerships,

equal rights, job stability and job-life balance, input, and career growth and

development.

2.5.3 Career and Work-Life

Restructuring moves, such as downsizing, Outsourcing, mergers, and corporate

consolidation, lead to a low degree of jobs. Retaining and increasing the degree of

insecurity among workers.

2.5.4 Rewards

Wages, Incentives and Performance: better wage or overtime is the key reason why

workers leave jobs and move to another workplace, so it is crucial for employers to

have affordable and equal incentives that complement workers ' skills.

2.5.5 Career Learning and Development

Individual development incentives ranked first among the reasons why workers have

welcomed their new positions and why they stay there.

2.5.6 Employer Policies and Practice

Problems such as the origins of human resource policies, the equity of administrative

procedures, and approaches used to assess job duties and incentives, all impacts of

jobs.

2.6 Training and development

Training and growth has generated a great deal of attention in the form of recruiting of

prospective workers and the advancement of existing employees (Alias, Noor, &

Hassan, 2014). The growth aspect, described by Berthon et al as being one of the

aspects of workplace identity, comprises of successful employment experiences and

career advancement within the company. As planned by Hanaysha, (2016). Incentives

for career growth and flexible work conditions are future advantages that workers find

most relevant when evaluating the employer. In addition, a study by found that the

commitment of the business to job growth was more appreciated by candidates with

strong work experience when considering workplace marketing signals (Alias, Noor, &

Hassan, 2014). It also noted that businesses with a strong talent management spend

extensively in HR t&d programs, where 63% of workers working with organizations

with a strong performance of the organization find HR t&d to be mentoring, internal

preparation and overall workplace preparation payments. In the opposite, 40% of

workers are paid by the employees of the company. Therefore, T&d are also closely

related to organization’s performance.

2.7 Theoretical Clarification

2.7.1 Human relations theory

This theory is about labor management, it explains the relationship of employees with

organization’s performance. No organization can manage talent without the proper

management and relation with employees, this theory explains the human relations in

an organization as effective tool for management and nurturing talent.

2.7.2 Maslow’s hierarchy of needs theory

Maslow theory of need is the one of the theories of motivation, according to his theory

there are five stages of needs, one need satisfies than it raises to other. The more

organization plan and manage this hierarchy the more it leads to satisfaction of

continuing needs, the talented employee within the organization knows the benefit of

return of training while the organization also complement with training allowances to

encourage the employees to work cheerfully. This theory gives transparent image of

an employee’s needs in every stage of career ladder within the organization.

2.7.3 Equity theory

Equity theory on believe that employee satisfaction is equally important for an

organization’s performance, as it helps to increase the performance of an employee

which helps to increase the profit and performance of an organization. This theory

elaborate that organizations should not only engage employees but also sharpen their

attention on the fact that that fairness and equity within the organization.

2.8 Scope of Talent Management

The scope of talent management is divided into four components: talent attraction,

talent identification, t&d and retention. Each component plays an important role in

talent management and helps to improve the performance of the organization and

succession planning in order to improve the satisfaction of the organization and its

employees. The four categories that shape talent management are a process for an

organization to be engaged in identifying, developing, training, managing, attracting

and retaining employees within the organization in order to gain a competitive

advantage (Thunnissen, 2016).

With the challenges which every organization may face now or in future, organization

must prepare their selves for future challenges and prepare strategic recruiting

planning for implementing in future to avoid challenges and improve performance.

(Arocas, Morley, (2015).

Organizations must develop a learning environment for an organization which will allow

employees to develop and train their selves, deploying performance management

which is fair, allowing for continuous mentoring and coaching for feedback, and

creating environment which helps to develop leadership skills through succession

planning and to use all equipment’s and techniques to retain employees.

2.9 The Talent Management Strategy

The decisions regarding to the human resource goals and human resource practices

made by dominant decision makers which includes supervisors and top management

that determine the overall strategy of an organization. The talent management includes

the external and internal factors and the norms, values and interests of organizations

involved in top management, have impact on human resource management strategy,

(Thunnissen, 2016).

2.10 Talent Management as a Field Of Research

In last few years talent management is under the attention and become important for

human resource management. It has considered to be the source of better

organization’s performance and competitive advantage. In the beginning the research

on talent management focused on definitions which are conceptualized as “activities

and processes that involved the identification of key position of organization’s

competitive advantage”, (Ingram, 2016). A research paper return by Ogbari (2018)

reveals that organizations are busy in managing talent for better performance and to

be financial stable for being competitive. In his study, it indicates that organizations

should move their human resource away from administration. The conceptual model of

talent management shows the relationship of its components with the performance of

an organization. The definitions of talent may vary from culture to culture and other

factors like, values and intra-organizational attributes, talent is defined as talented

individuals as those who has potential and power to increase the future value of an

organization, (Son, Park, Bae, Chihok 2018).

According to Son, Park, Bae, Chihok (2018), these individuals have exceptional skills

and technical abilities in specific areas of their field. They are leaders who have the

potential to improve and improve performance in both the present and the future.

However, the definitions are narrow and focus on specific human resource

management practices or a small group of employees. Ibidunn, and Osibanjo,

Adewale, and Adeniji, and Salau, and Falola, Hezekiah, (2016), see talent

management as recognizing, hiring, creating, inspiring, promoting and retaining

workers that have the potential to excel within the organization.

If the organizations wants to win a war of talent and are willing to increase

performance, then they need to keep finding and nurturing the peoples who have

potentials and these extraordinary people must develop capacity and new approaches

of talent management, According to Ibidunn, and Osibanjo, Adewale,

and Adeniji, and Salau, and Falola, Hezekiah, (2016), In order to retain and attract
talent, there are two main reasons: firstly, to ensure that organizations attract and

retain talent management; and, secondly, to ensure that talent management is carried

out in the field in which employees work. Talent is seen as a lever for organizational

success, has been cleared to many organizations, and instead of being distant from

capital, organizations are far away with talent. Talent management is becoming critical

because of the complex business environment, it has been observed that the way

people are managed and developed at work has been the primary factor in the growth

of the organization. (Adeniji, 2016).

2.11 Relationship between Talent Management and Human Resources Management

Organizations evaluate the effective organizational policies which reflects the culture

and principles of an organizations and helps to deal with problems within

organizations. Understanding talent management is a approach to career as attracting

and retaining organization’s performance. (Arocas, Morley, (2015), for organizational

development, management of talent requires the development of an employees who

work within the organization to managing the talented employees for organizational

growth. When talent of an employee’s recruit successfully then the human resource

management functions should implemented in a way that it helps to enhance the

performance of an employees working within the organization which ultimately

increase the performance of an organization. Ibidunn, and Osibanjo, Adewale,

and Adeniji, and Salau, and Falola, Hezekiah,(2016), states that measurement of

talent depends on potential, skills expressions, confidence, virtue, mentally and

physically active, spiritual wellness and personal influence. High performance of any

organization is identified by working as per vision, execute their strategic business

plans, evaluate scoreboards, setting and matching to benchmarks and mandatory

rankings. Employees with mentor experiences has positive impact on organization’s

performance, it helps to increase job performance and job satisfaction, reduces

turnover and increases organizational commitment.

2.12 Contention Perspective of Talent Management

Organizational phenomena of talent management by contention approach is come

from the assumption that strategic problems within organizations are complex and

easy solution is difficult to find. The world of corporate is compose of dilemmas,

tensions, contradictions and paradoxes, the managers are responsible for identifying

these contradiction for the betterment of organization’s performance. According to

Ingram (2016), adaption of contention perspective to talent management signifies

searching of contradictions within the organizations in the field and attempts to identify

and acquire balances which helps to trade of between two contradictory forces.

2.13 Relationship Between Organization’s performance And Talent Management

Relationship of talent management and organization’s performance does not occur in

isolation, the variables of talent management plays important role in increasing the

performance of an organization. Every variable including talent retention, talent

attractiveness, talent identification, t&d, they all work together in order to increase the

performance of an organization. (Kontoghiorghes, 2015).

Talent management has strong connection with organizations performance,

organizational policies and environment also effects the performance while the

components of talent management helps to retain employees within the organization

and improve the satisfaction level of an employees and commitment with the

organization. There is a clear relationship between talent management and the

success of the company, but there is a lack of significant relationship, but its variables

contribute to the promotion of talent management and organizational efficiency. (Devi,

2017).

2.14 Organization’s performance And Organizational Culture

Culture of an organization considered to be important factor of an organization as it

has an great impact on the performance of an employee, it helps to increase the

performance and also decline the performance, the culture of an organization

motivates an employees to do a ethical work and improve the good will of an

organization. This in turn helps to motivate and retain the effective workforce within the

organization, (Kontoghiorghes, 2015). Organization’s performance is one of the

important factor in management research and the most important indicator, managers

understood that organization is successful only if it achieve its goals effectively and

efficiently. Thus, the organizational theories which supports and follows the idea of an

organization that attain the performance, in this context high profit is the one of the

indicator of performance (Devi, 2017).

2.15 Conceptual Frame Work:

Figure 1:

Source Adapted from Wageeh A. Nafei (2016). The Impact of Talent Management on

Organization’s performance.

2.16 HYPOTHESIS

H1 There is a positive significant relationship between identification of talented

employees and organization’s performance in the pharmaceutical industry.

H10 There is negative significant relationship between attracting talented employees

and organization’s performance in the pharmaceutical industry.

H2 There is a positive significant relationship between attracting talented employees

and organization’s performance in the pharmaceutical industry

H20 There is a negative significant relationship between retention of talented

employees and organization’s performance in the pharmaceutical industry.

H3 There is a positive significant relationship between retention of talented

employee’s organization’s performance in the pharmaceutical industry.

H30 There is a negative significant relationship between t&d of employees and

organization’s performance in the pharmaceutical industry.

H4 There is a positive significant relationship between t&d of employees and

organization’s performance in the pharmaceutical industry.

H40 There is a negative significant relationship between t&d of employees and

organization’s performance in the pharmaceutical industry

CHAPTER 3

RESEARCH METHODOLOGY

3.1 Research Design

A research design provides a substructure for the collection of data and analysis of

data. Research design indicates decisions about the scope of aspects of research

process and priority being given to that, the research design helps to implement the

research method and the analysis of data (Bell, Bryman, Harley, 2018).

Research design clarifies the processes necessary for gathering information, it helps to

design the study which assist to test the hypotheses and answer the feasible research

questions (Rios, 2016).

A research designs can help to study business problems, to simplify the understanding

of various designs, it grouped into three categories or types, researchers usually

choose among them (Hair, 2015).

3.1.1 Exploratory Research

An exploratory research is useful when little data or theory is available for research to

develop a hypothesis and researchers may find difficulties to formulate the statement
of the problem. In other words when researchers know little about an opportunity or

problem, it designates to find new patterns, relations, idea, themes and many other

(Hair, 2015).

As elaborated before, the main objective of exploratory research is to put light on

problems, this type of research normally used to identify the related track to gain

additional insights before developing any approach or define the entire problem

(Zikmund,2013). The required information is interpret at this level and process of

research is unstructured and adaptable, the findings of the research considered as

inputs or tentative results which helps in further research and use as determinant for

decision makings (Rios,2016).

3.1.2 Descriptive Research

A descriptive research design use to define the data that describes the characteristics

of research topic, and the hypotheses provided from this theory helps to determine or

measure the variable or components which are required to be measured. It is usually

structured and use to measure the characteristics defined in research questions, it is

specifically designed for answer that (Hair, 2015). The main purpose of the research is

to define the characteristics or function of study, this research assumes that the

researchers has relevant knowledge for problem or situation but this research

conducts after researcher gain grip on problem or situation (Zikmund, 2013). This

research requires the clear identification of six Ws of the research i.e. who, when,

what, where, why and way, until the acquired information has defined clearly.

Descriptive researchers usually includes but not limit to these following methods:

Secondary data
 Surveys

Panels

Observational and other data

While descriptive research further classified into cross-sectional and longitudinal

research designs (Rios, 2016).

3.1.2.1 Cross-sectional Research Designs

It includes the stream of information from variety of population elements only once. It

has further divided into two categories;

Single cross-sectional designs.

Multiple cross-sectional designs.

In single cross-sectional there is only one sample of information and respondents and

acquired only once. While in multiple cross-sectional there are two or more samples of

information and respondents and acquired only once but information from different

samples can be obtained at different times (Zikmund, 2013).

3.1.2.2 Longitudinal Research Designs

These designs have fixed samples and measured repeatedly on same variables, and

these samples remain same over time (Zikmund, 2013).

3.1.3 Causal Research

This research is a form of definitive analysis, the main objective of which is to examine

the cause and effect of the relationship of variables in the sample. For example, the

effect of talent management (independent variable) on the success of the company

(dependent variable). Causal research is appropriate for the following causes;

 To understand which variables are cause (independent) and which are effects

(dependent) of a relationship/study

To determine the nature of relationship between dependent and independent

Causal research helps to find conclusions that when one thing happens then other will

follow (Rios, 2016).

This study is based on descriptive research and the reason behind the nature of type

study is that hypothesis has been developed and it helps to measure the

characteristics defined in research questions. For conducting this type of research

different methods can be used like survey, secondary data, panel, observational and

other data. This research based on surveys and secondary data which will helps to

analyze the problems and understand the developed hypothesis, that how talent

management and its variables i.e. talent retention, talent identification, talent attraction,

t&d has positive and negative impact on organization’s performance.

3.2 Research Approach

It is a plan or procedure which consists of steps of assumptions to data collection and

analysis of data, it is based on research problem. Research approach is being divided

into two main approaches;

3.2.1 Deductive Approach

It tests the validity of assumptions or hypotheses, the set of hypotheses of the

research/study that needs to confirmed/ approved or rejected during the process of

research (Bell, Bryman, 2015).

Deductive approach used to enables the purpose of research from general to specific,

deduction approach helps researchers to develop theoretical framework and

hypothesis to test it and as result of that specific conclusions made (Saunders, Lewis,

& Thornhill, 2012).

3.2.2 Inductive Approach

Inductive approach contributes in inception of new generalizations and theories, it does

not includes the shaping of hypotheses. It intends to achieve objectives during the

research process and it starts with research questions. It observes first then creates

patterns and then ends with theory (Saunders, Lewis, & Thornhill, 2012).

It essentially uses the secondary data to obtains concepts or models, it uses for

collecting qualitative data and it does not focuses on testing hypotheses (Bell, Bryman,

2015).

This study is based on deductive approach which helps to enable the research to be

specific and helped to develop theoretical framework. Hypotheses has been used and

specific conclusions will be made. It helps to analysis and prove or reject the

hypotheses that either the made hypotheses are true or false. This approach will helps

to test the validity of hypotheses which need to be accepted or rejected during the

research process.

3.3 Research Method

A research method is a technique for collecting data, research methods are linked with

different research design which helps in the guidance in implementation of research

methods in study or research. It is required for the collection of data to analyze the

information for better understanding and reveal new information (Bell, Bryman, Harley,

2018).
There are different types of research methods for the collection of data and analyze

the information;

3.3.1 Quantitative Research

This research strategy is quantifiable of data collection and analysis, it highlights the

deductive approach to analyze the relationship between the research and theory. In

this research the testing of hypotheses intensified (Bell, Bryman, Harley, 2018).

This research measured by statistical analysis, it also useful for understanding the

reasons like what, how, when and why. It helps to expose the patterns and

relationships in study (Gray, 2020). The tools or techniques which are helpful in this

research are surveys or questionnaires, observations, documentation screening and

experiments (Zikmund, 2013)

3.3.2 Qualitative Research

The qualitative research focuses on qualitative data like words, images etc rather than

quantifiable data and for collection and analysis of data it highlights the inductive

approach and intensified the creation of new theories rather than testing hypothesis

(Bell, Bryman, Harley, 2018). It useful for interpretation of data and helps researchers

to understand the complex concepts, and gain better understanding. The tools which

are useful for this research are interviews, focus groups, observations and document

analysis (Zikmund, 2013).

3.3.3 Mixed Research

This research is combination of both researches qualitative and quantitative research,

it collects and analyze the data and also integration of quantitative data. The tools or

techniques used for this research includes the properties of both i.e. some of
qualitative which are focus groups and interviews, and of quantitative which are

experiments and surveys (Bell, Bryman, Harley, 2018). It provides the better

understanding by the combination of two approaches and analyzing the statistical

information with deeper understanding of context (Gray, 2020).

This paper is based on quantitative research as the purpose of this study is to analyze

the impact of variables of talent management on the performance of pharmaceutical

companies in Karachi, and this data will be collected through surveys and

questionnaires will be filled by the respondents which helps to understand the

importance of talent management. Statistical tools will be used in order to determine

the results or answer of respondents and questionnaires will be screened, it will help to

test emphasized hypotheses and analyze the relations of hypotheses with theory.

3.4 Population

For this research the particular audience or person chosen for this study is the real

owner of the research called. the target population. The target population is workers in

the Pakistan Pharmaceutical organization who work on different designations and have

different responsibilities. For data collection by means of a questionnaire in which the

sample size is 200.

3.4.1 Sample Size

This study paper used the sample size of 200 in which data would be obtained from

the respondents with the aid of a questionnaire. Sample size is a concept used to

describe the amount of participants from the statistics that would be gathered with the

help of the survey scale so we consider the value of the individuals that represent the

whole demographic and who we aim for a particular analysis. The large amount of
sample sizes provides reliable data, but the procedure can be difficult and time

consuming and would raise costs more than expectations. Either small amount of

sample give instant results, but the data will not be realistic.

3.5 Sampling Technique

In order to address study concerns, it is unlikely that researchers will be able to gather

data from all situations. There is therefore a need to select a sample. The whole set of

cases from which the sample of the researcher is drawn in the population called. Since

researchers do not have time or resources to analyze the population as a whole, they

use sampling techniques to reduce the number of cases (Gill, Johnson, & Clark, 2010).

Sampling methods are an important element in the practice of research. When the

incorrect methods are used in analysis, the end findings may be influenced. Test is a

subset of the population and the method of choosing a test is defined as the number of

sampling items in the sample is the size of the sample, and there are two methods that

help to obtain the sample, based on the needs and the scale of the sample (Robert.

Groves, 2010).

In general, there are 2 types of sampling technique.

Probability sampling/ random sampling

Non-probability sampling/ non-random sampling

3.5.1 Probability Sampling/ Random Sampling

Probability sampling means that any item in the population has an equal probability of

being included in the survey. One approach to random sampling would be if the

researcher were to first create a sampling frame and instead use a random number

generation computer system to select a sample from the sampling frame (Wilson,
2010). Probability or random sampling is the most impartial, the probability or random

sampling is more non-biased, but can be the most expensive study in terms of time

and resources with a specified amount of sampling error.

3.5.1.1 Simple Random Sampling

A simple random survey implies that each person in the population has the same

chance of being included in the study. Disadvantages associated with simple random

sampling include a full frame (a collection of all units in the community as a whole)

required; and in some research, such as personal interview surveys, the cost of

obtaining a sample may be large if the units are geographically broadly dispersed.

3.5.1.2 Systematic Sampling

Systematic sampling is that every nth situation is picked after a random start. For

instance, if a sample of customers is examined, any fifth customer may be chosen

from your study. Its simplicity is the advantage of this sampling technique.

3.5.1.3 Stratified Sampling

Stratified sampling is where the population is classified into strata (or subsets) and a

random sample is taken from each subset of the population. The subgroup is a regular

object set. Subgroups may focus on the size of the organization, age, gender or

profession (to name but a few). Stratified sampling is also carried out where there is a

great deal of variance within the population. The goal is to conclude that every

subgroup is appropriate (Zikmund, 2013).

3.5.1.4 Cluster Sampling

Cluster sampling is when the whole community is separated into clusters or groups.

Eventually, a random survey of such clusters is made, both of which are included in
the final study (Wilson, 2010). Cluster sampling is useful for researchers whose

samples are scattered across wide geographical regions because it saves time and

resources. The phases of cluster sampling can be described as follow:

Choose the cluster classification for the sampling frame, such as the form of

business or the geographical area.

Per Number of clusters

Choose the sample by random sampling

3.6.1 Non-Probability Sampling/ Non-Random Sampling

Non-probability sampling is also correlated with the development of case studies and

qualitative analysis. As far as the above is concerned, case studies seem to be

focused on small samples and are meant to examine a specific world occurrence

rather than statistical inferences as opposed to the wider population (Wilson, 2010).

The selection of participants or activities may not be representative or natural,

however, a clear reason is needed for the selection of such circumstances or

individuals other than anyone else.

3.6.1.1 Quota Sampling

Quota sampling is a non-random sampling method in which samples are selected on

the basis of specified characteristics, such that the final sample would have the same

distribution of characteristics as the larger population.

3.6.1.2 Convenience Sampling

Convenience sampling is a collection of samples as they are always freely and

efficiently accessible. Convenience sampling appears to be a popular sampling

technique among students, because it is cheap and simple to use relative to other
sampling techniques (Zikmund, 2013). Convenience sampling also tends to resolve

many of the research-related limitations. For e.g., using families or relatives as part of

a survey is better than targeting unfamiliar persons.

3.6.1.3 Judgmental Sampling

Judgmental sampling OR purposive is a technique in which people or events are

intentionally chosen to include valuable details that cannot be derived by certain

choices. That is when the study incorporates cases or samples in the survey as they

feel that they deserve inclusion.

3.6.1.4 Snowball Sampling

Snowball sampling is a non-random sampling technique that needs a few cases to

encourage and empower other cases to engage in the study, increasing the size of the

sample. This approach is especially applicable to small groups that cannot be

penetrated due to their concealed nature, e.g. private societies and secret professions

(Kothri).

Throughout our work, we have applied a non-probability method for sampling

purposes. The target sample is a non-probability objective sample chosen on the basis

of the characteristics of the population and the purpose of the study. Purpose sampling

is also defined as judgmental, selective, sampling (Naik, 2012). Consequently, the

demographic focus of research is on staff working in the pharmaceutical industry. The

research group consisted of 176 personnel employed by the pharmaceutical industry,

including executives, directors, supervisors, Sr. Staff and officers.

3.7 Scaling Techniques

Scaling methodology requires two significant comparative or non-comparative

techniques of form. (Miller and Salkind, 2002).

3.7.1 Comparative Technique

In which the factors are contrasted to each other. Comparative technique includes

many types:

Paired comparison in which a paired comparison was made, in which two variables

were chosen by the respondents. The rating of the respondents rates the specified

goal according to their choice.

Constant sum is a scaling technique in which the frequent sum of units helps to

assess the value of services and products in the understanding of customers.

3.7.2 Non-Comparative Scaling

Requires three main forms, such as Likert scaling, semantic differential scaling, where

the respondent can strongly disagree on the specified 5 options to strongly agree on

their interpretation. Staple scaling that the respondent assess the target through

experience and value is often referred to as a unipolar ranking and the range of the

Staple value is between-5 and + 5 (Saunders, Lewis and Thornhill. 2012).

3.7.2.1 Likert Scale

In the Likert Scale, the researcher submits several statements and asked the

respondents to show their degree of agreement or dissatisfaction with those

statements by choosing each of the choices from the five alternatives. In order to do

so, the researcher asked the respondents to encircle a number reflecting the most

suitable answer according to them, in the following representation:

Strongly Disagree
 Disagree

Neutral

Agree

Strongly Agree

3.8 Research Instrument

The tool used to analyze, measure and collect data related to your research is a

research instrument. Research instruments are used to study the methodology. It

should be reliable and valid. Researcher should know that hoe the variables are

connecting to each other or the research should be based on the conceptual

framework of the study. Researcher should gather the data which is related or suitable

for the topic. It should contain clear instructions to use the instrument. There are many

research instruments two of them are as follows:

1.Questionnaires

2.Hypothesis

3.8.1 Questionnaire

“A questionnaire is a structured collection of questions that are sent to a sample of the

population from which information is sought.”(Pandey, Mishra, 2015). The most used

data gathering device is the questionnaire in research. To secure the responses of the

people, questionnaire is a form prepared and distributed by the researchers. This is

used to secure answers which are filled by the respondents. Different types of

questions are compiled in a systematic form. Questionnaire is an important instrument

which is used to gather information from different sources.

3.8.1.1 Types of Questionnaires

There are two types of questionnaire. They are as follows:

Structured Questionnaire

Quantitative data is being collected in structured questionnaires .precise information is

written in this questionnaire. It also helps to validate any prior hypothesis, checks

previously accumulated data, supplements data and initiates a formal inquiry.

Unstructured Questionnaire

Qualitative data is being collected in unstructured questionnaires. Some branching and

basic structure questions are used in this questionnaire. There are more open ended

questions to collect specific data from the participants.

3.8.2 Hypothesis

Hypothesis is a statement briefly accepted as valid in the light of what is known at that

time about a phenomenon, and used as a basis for action in the quest for new

evidence, when the hypothesis is fully formed, it can take the form of facts, concepts

and theories. (Pandey, Mishra, 2015). Some of the conceptual elements that are in the

framework of the study are involved in the hypothesis. There is a tentative relationship

between two or more variables. Hypothesis is based on future verification not on the

past information or facts. For the verification of hypothesis, research activities are

designed.

3.8.3 Analysis Design

Analysis design is the tools that we are using in pour research. The tools are Ms Word,

power point, SPSS, different software and application etc. Some other Analysis tools

that are used in the research are as follows:

Reliability
 Analysis of variance

Analysis of co-variance

Correlation method

Regression analysis

Reliability

Whether or not you get the same answer by using an instrument to measure

something more than once is referred by reliability. Simply we can say that reliability is

in which research method produces consistent and stable results.

Analysis Of Variance

The tests t or Z determines that there is a difference between two random samples.

The researcher uses the F test to see that if the sample is different from one another to

a greater proportion than the test score is different from their own sample, this means

to use the F ratio.

Analysis of Co-Variance

Extension of the study of variance is used to check the importance of the discrepancy

between changing the initial mean variations in the population and the means of final

experimental results by taking into account the association between the dependent

variable and one or more co-variants or control variables.

Correlation Method

Correlation method can be used to calculate the difference between Co-efficient of

Correlation.

Regression Analysis
We do regression analysis to predict the phenomenon or relationship between different

variables or to calculate probability of occurrence.

CHAPTER 4

Data Analysis

4.1 Reliability Test

Scale: All Variables

Interpretation: In this table the relaibilty test of 130 respondents and the results shows

.848 which mens the answer of alpha is reliable.

4.2 Correlations
Interpretation: Spss software help us to annlyse the results with the help of table of

correlation shows the relationship between the dependent or independent varaibles

which shows there is positive or nagative rlationshiption exsit between variables

4.3 Regression

4.3.1 Anova

Interpretation: If significance value of Anova table is less than 0.05 it means that

variables are fit for the study or another terms variables are significant.

4.3.2 Coefficients

Interpretation: If the significant value in coefficients table is less than 0.05 it means that

H0 will be rejected and if the significant value in coefficient table is 0.05 or higher than

null hypothesis will not be rejected.

4.4 Descriptive

Interpretation: Responses of respondent’s show with the highest mean (2.2969).

Standard deviation of this chart is the highest which is (0.72165). Other variables also

have standard deviation but talent attraction is the highest which indicates that role and

impact of the talent attraction in pharmaceutical industry.

CHAPTER 5

5.1 Conclusion

This study conclude that talent management plays a very important role in enhancing

the organization’s performances. This study limits to the Pharmaceutical industry of

Pakistan and the variables of the talent management has their role as per as

requirement of the study.

Talent retention as one of the variable of talent management has great impact on

organization’s performance which ultimately helps the organizations to retended the

talent or employees with the organization and along this t&d which is also an important

variable has great impact as it helps in training the employees for work requirements

and develop them for future.

Findings of this study strongly supports the all variables of talent management that the

organization’s performance depends on them, the results of research shows that

organization (pharmaceutical industry) is working on the variables most which includes

talent retention, t&d, somewhat of on talent attraction but it’s not working much on

talent identification, it is also has impact as it helps to find or identify the talent from the

crowd.

5.2 Recommendations
This research recommends that there is a need for organizations to understand the

concept of talent management in order to leverage and harness intangible assets in a

firm to achieve competitive advantage.

The application of talent management in any company will be assisted by the

involvement of top management organizations. The level of awareness of talent

management by staff and organizations is the success of the implementation of the

same in an organization.

This study also recommends that certain policies should be adopted to support and

promote the implementation and adoption of strategic talent management by firms in

order to explore the full and effective potential of their employees to improve

performance. This will ensure that the pharmaceutical industry has competent and

qualified employees who can share the same vision and thus work towards the

achievement of similar objectives and objectives.

5.3 Future Research

This research has many limitations. Size of its sample and scope is the primary

limitation of the study and the second limitation is that if the study had included other

companies then the results from pharmaceutical industry might have been obtained.

Future work should focus on why organizations should recognize specific groups that

are of interest to that particular organization and how they can do so. In addition, the

research should focus on the impact and consequences of offering career

opportunities, t&d and identifying the talents of these employees on both the

performance of the organization and the individual.

Moreover the focus of future research should on the role of talent management in

creating a competitive advantage and the impact of talent management on the

effective performance.

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APPENDIX

QUESTIONNAIRE
ROLE OF TALENT MANAGEMENT IN ORGANIZATIONAL PERFORMANCE IN THE

PHARMACEUTICAL SECTOR

Research Questionnaire

Demographic Information:

1) Gender:

Male

Female

2) Age Group 3) Experience

20 – 30 Less than 1 year

30– 40 1 – 3 years

40– 50 3 – 5 years

50 above More than 5 years

4) Designation:

Sr. Manager Manager

Assist. Manager Executive Officer

Sr. Officer Officer

5) Company Name:

_____________________________________________________________________

_________
Questions Strongly Agree Agree Neutral Disagree Strongly Disagree

TALENT ATTRACTION:

a)It is important to be attracting a diverse group of talent to your business.

b)I believe the recruitment industry should come together to promote the sector as a

career of choice.

c)Employee could be attracted and recruited even through the limited supply of skilled

and talented workers.

d)There is a proper system that attract and recruit talented candidate.

e)The recruitment process in the organization succeeds in attracting the best talent.

TRAINING AND DEVELOPMENT

a)My organization has stated policies on the number and type of training the

employees can expect to receive

b)I am aware of the number and type of training that my organization is planning for

me in the coming year.

c)There are opportunities for learning and development.

d)My organization provides access to training.

e)I would be happy to spend a long term bond with this organization.

TALENT RETENTION

A)I feel valued or get rewarded / appreciated for my work by the organization.

B)I believe that loyalty is important and feel a sense of moral obligation to remain.

C)I’m satisfied with my job.

D)I believe that talent retention helps in development or improve / increase the

performance of the organization.

E)My organization offers leaves facilities.

ORGANIZATIONAL PERFORMANCE

a)Top management is actively involved in planning of goals and communication.

b)T&D affect positively on the performance of an organization.

c)Talent retention helps in enhancing the performance of an organization

d)Talent attraction helps in improving the performance of an organization

e)The administration monitor the performance of employees and advise them to

improve performance.

f)There is a counseling & coaching program so that employees have someone to go

to for help.