Talent Management Practices And Employee's Turnover Intention. A Case Study Of Autonomous Universities

Abstract

One of the limitations in the implementation of the university autonomy policy is that universities have not yet ensured the effectiveness of talent management, leading to the increase in employee turnover recently. Even though they have implemented certain TM practices, they are focusing less on TM as a strategic strategy for employee retention. To address this gap, this research was conducted to measure the impact of TM practices on the employee’s turnover intention in autonomous universities. Based on four theories (equity theory, expectancy theory, Herzberg's two-factor theory, and social exchange theory), the author proposed the research model with a total of 6 variables. The independent variables included talent acquisition, learning and development (L&D), and compensation; while the dependent variable was the turnover intention. In addition, the relationship between TM practices and employees’ turnover intention was expectedly mediated by employees’ job satisfaction and moderated by employee voice. The sample of this study was 211 employees at thirteen autonomous universities in Ho Chi Minh City. The research findings indicated that L&D and compensation practices positively affected employees’ turnover intention through the mediating role of job satisfaction. Meanwhile, talent acquisition showed an insignificant impact and employee voice did not moderate the relationship between employees’ job satisfaction and turnover intention. This study made two contributions to the area of human resources: theoretical and practical. The author intended to expand the theories that explain the link between TM practices and employees’ turnover intention, as well as deepen our understanding of this relationship in the context of Vietnam. In addition, autonomous universities might be reminded that TM had the potential to be a strategic instrument for the sustainable growth of the organization and its workforce.