Abstract:
ABSTRACT
The impact of the talent management strategy on employee retention. It very difficult
to managements in this global would because of the individual aspirations, therefore,
this study sought to find the impact on employee retention in the selected rural banks
in Kumasi Metropolis, Ashanti region of Ghana. An exploratory qualitative study
design was used, with an in-depth interview to data collection rural banks. A purposive
sampling method was used to selected study participants of senior and middle level
managers in selected rural banks. A semi-structured interview was conducted using
interview guide among two hundred (200) rural banks. A manual thematic and narrative
analysis was used to analyzed the transcribed qualitative data. A total of 200
participants were studied, and challenges young performance gender stereotypes and
biases, educational, compensation learning and development enough space to freely
work. Among others were low patronage to service, and difficulties working with others
due gender biases. Requirements for managing these challenges were attributed to the
need to provide talent with in-service training, workshops, and seminars to increased
their skills and knowledge. Coping strategies to managing these challenges were being
self-assertive, public education and sensitization, been focused on the job, individual
personality traits, emotional intelligence, and social relations of the employees.
Influence of challenges on organizational performance was attributed to loss of
concentration leading to decreased work output. Leaderships styles of talent
management transformational, and 9 out of 12 were either participatory or democratic
in the discharge of their leadership responsibilities. Conclusively, gender stereotype and
biases were identified as challenges women managers faced in corporate firms, and
there should be increased public education and sensitization to enhance awareness of
the negative effects of gender biases and impact on employee retention ascending to
leadership and managerial position.
