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

Angelica Gatiiria Gitonga; James M. Kilika; Eliud Obere

doi:doi:10.11648/j.jhrm.20160402.11

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

Angelica Gatiiria Gitonga, James M. Kilika, Eliud Obere

Published in Journal of Human Resource Management (Volume 4, Issue 2)

Received: 27 February 2016 Accepted: 11 March 2016 Published: 24 March 2016

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Abstract

Almost 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.

Published in	Journal of Human Resource Management (Volume 4, Issue 2)
DOI	10.11648/j.jhrm.20160402.11
Page(s)	10-18
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2016. Published by Science Publishing Group

Keywords

Commercial Banks, Competitive Advantage, Generation Y, Human Resource Planning, Human Resource Procurement, Human Resource Development, Human Resource Retention, Talent Management

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APA Style

Angelica Gatiiria Gitonga, James M. Kilika, Eliud Obere. (2016). Generation Y Talent Management Strategy and Competitive Advantage: Case of Commercial Banks in Kenya. Journal of Human Resource Management, 4(2), 10-18. https://doi.org/10.11648/j.jhrm.20160402.11

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ACS Style

Angelica Gatiiria Gitonga; James M. Kilika; Eliud Obere. Generation Y Talent Management Strategy and Competitive Advantage: Case of Commercial Banks in Kenya. J. Hum. Resour. Manag. 2016, 4(2), 10-18. doi: 10.11648/j.jhrm.20160402.11

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AMA Style

Angelica Gatiiria Gitonga, James M. Kilika, Eliud Obere. Generation Y Talent Management Strategy and Competitive Advantage: Case of Commercial Banks in Kenya. J Hum Resour Manag. 2016;4(2):10-18. doi: 10.11648/j.jhrm.20160402.11

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@article{10.11648/j.jhrm.20160402.11,
  author = {Angelica Gatiiria Gitonga and James M. Kilika and Eliud Obere},
  title = {Generation Y Talent Management Strategy and Competitive Advantage: Case of Commercial Banks in Kenya},
  journal = {Journal of Human Resource Management},
  volume = {4},
  number = {2},
  pages = {10-18},
  doi = {10.11648/j.jhrm.20160402.11},
  url = {https://doi.org/10.11648/j.jhrm.20160402.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20160402.11},
  abstract = {Almost 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, p0.05). 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.},
 year = {2016}
}

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TY  - JOUR
T1  - Generation Y Talent Management Strategy and Competitive Advantage: Case of Commercial Banks in Kenya
AU  - Angelica Gatiiria Gitonga
AU  - James M. Kilika
AU  - Eliud Obere
Y1  - 2016/03/24
PY  - 2016
N1  - https://doi.org/10.11648/j.jhrm.20160402.11
DO  - 10.11648/j.jhrm.20160402.11
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 10
EP  - 18
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20160402.11
AB  - Almost 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, p0.05). 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.
VL  - 4
IS  - 2
ER  -

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Author Information

Angelica Gatiiria Gitonga

Department of Business Administration, Kenyatta University, Nairobi, Kenya
James M. Kilika

Department of Business Administration, Kenyatta University, Nairobi, Kenya
Eliud Obere

Department of Business Administration, Kenyatta University, Nairobi, Kenya

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APA Style

Angelica Gatiiria Gitonga, James M. Kilika, Eliud Obere. (2016). Generation Y Talent Management Strategy and Competitive Advantage: Case of Commercial Banks in Kenya. Journal of Human Resource Management, 4(2), 10-18. https://doi.org/10.11648/j.jhrm.20160402.11

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ACS Style

Angelica Gatiiria Gitonga; James M. Kilika; Eliud Obere. Generation Y Talent Management Strategy and Competitive Advantage: Case of Commercial Banks in Kenya. J. Hum. Resour. Manag. 2016, 4(2), 10-18. doi: 10.11648/j.jhrm.20160402.11

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AMA Style

Angelica Gatiiria Gitonga, James M. Kilika, Eliud Obere. Generation Y Talent Management Strategy and Competitive Advantage: Case of Commercial Banks in Kenya. J Hum Resour Manag. 2016;4(2):10-18. doi: 10.11648/j.jhrm.20160402.11

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@article{10.11648/j.jhrm.20160402.11,
  author = {Angelica Gatiiria Gitonga and James M. Kilika and Eliud Obere},
  title = {Generation Y Talent Management Strategy and Competitive Advantage: Case of Commercial Banks in Kenya},
  journal = {Journal of Human Resource Management},
  volume = {4},
  number = {2},
  pages = {10-18},
  doi = {10.11648/j.jhrm.20160402.11},
  url = {https://doi.org/10.11648/j.jhrm.20160402.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20160402.11},
  abstract = {Almost 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, p0.05). 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.},
 year = {2016}
}

Copy | Download

TY  - JOUR
T1  - Generation Y Talent Management Strategy and Competitive Advantage: Case of Commercial Banks in Kenya
AU  - Angelica Gatiiria Gitonga
AU  - James M. Kilika
AU  - Eliud Obere
Y1  - 2016/03/24
PY  - 2016
N1  - https://doi.org/10.11648/j.jhrm.20160402.11
DO  - 10.11648/j.jhrm.20160402.11
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 10
EP  - 18
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20160402.11
AB  - Almost 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, p0.05). 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.
VL  - 4
IS  - 2
ER  -

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