Generation Y Talent Management Strategy and Competitive Advantage: Case of Commercial Banks in Kenya

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dc.contributor.authorGitonga, Angelica Gatiiria
dc.contributor.authorKilika, James M.
dc.contributor.authorObere, Eliud
dc.date.accessioned2017-11-29T09:10:35Z
dc.date.available2017-11-29T09:10:35Z
dc.date.issued2016
dc.descriptionResearch Articleen_US
dc.description.abstractAlmost every organizational activity brings about a competitive world thus, making a paradigm shift inevitable. It therefore calls for the function of human resource in the organization to understand the category of that shift in order to implement meaningful change. Organizations need to identify the impact of values and work preferences of the young generation of workers in order to employ, develop, retain and prepare staff for future leadership. This study examined the relationship between talent management strategies for Generation Y which included Human Resource Planning, Human Resource Procurement, Human Resource Retention and Human Resource Development and the competitive advantage of commercial banks in Kenya. The study tested four hypotheses that related to independent and dependent variables and a cross sectional descriptive survey design was employed. The target population was a census of all the 43 Commercial Banks in Kenya as indicated in Central Bank’s Annual Report of December 2014 and the unit of observation was six (6) departments in each bank. A sample of 258 respondents was drawn and data was obtained through a semi-structured questionnaire that was self-administered through a drop-and-pick later method. The data collected was analyzed using both descriptive and inferential statistics with multiple linear regression analysis to test the hypotheses. With the analysis of the data collected on all the variables and the testing of hypotheses, the study revealed that Talent Management Strategies of HR Planning, HR Procurement, HR Development and HR Retention contributed to a fairly good extent (Mean = 3.8) so as to contribute to competitive advantage of Commercial Banks in Kenya with a percentage level of 56.3% (R2 =. 563). The results of the hypotheses found that there exists a statistically significant, but negative relationship between HR planning strategies and competitive advantage (β=-0.323, p<0.05) while that of HR Development strategies had a weak relationship that was not statistically significant (β=.162, p>0.05). However, there was a strong positive and statistically significant relationship between HR retention strategies and competitive advantage (β=.599, p<0.05). There was also a positive statistically significant relationship between HR procurement strategies (β=.322, p<0.05).The study suggested that Commercial Banks in Kenya should consider Talent Management Strategies for Generation Y when making organizational policies. They should also embrace best HR practices that contribute to the management of human capital in order for them to realize a competitive advantage.en_US
dc.identifier.citationAngelica Gatiiria Gitonga, James M. Kilika, Eliud Obere. Generation Y Talent Management Strategy and Competitive Advantage: Case of Commercial Banks in Kenya. Journal of Human Resource Management. Vol. 4, No. 2, 2016, pp. 10-18. doi: 10.11648/j.jhrm.20160402.11en_US
dc.identifier.issn2331-0707
dc.identifier.issn2331-0715
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/17876
dc.language.isoenen_US
dc.publisherScience Publishing Groupen_US
dc.subjectCommercial Banksen_US
dc.subjectCompetitive Advantageen_US
dc.subjectGeneration Yen_US
dc.subjectHuman Resource Planningen_US
dc.subjectHuman Resource Procurementen_US
dc.subjectHuman Resource Developmenten_US
dc.subjectHuman Resource Retentionen_US
dc.subjectTalent Managementen_US
dc.titleGeneration Y Talent Management Strategy and Competitive Advantage: Case of Commercial Banks in Kenyaen_US
dc.typeArticleen_US
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