Journalism Research Paper

2. Int. J. Engg. Res. & Sci. & Tech. 2022 ISSN: 2319-5991 www.ijerst.com Vol. 16, Issuse.3,Aug 2023 A STUDY ON TALENT MANAGEMENT TECHNIQUES FOR INCREASING EMPLOYEE ENGAGEMENT IN CHENNAI'S HEALTHCARE SECTOR Dr. G. RAJA PRIYA ABSTRACT: In the healthcare sector, where excellent patient care and employee happiness are paramount, employee engagement is a crucial component of organizational success. The goal of this study is to look into talent management techniques that help raise employee engagement in Chennai's healthcare sector. The 300 well-structured questionnaires are given out to study participants as part of the distribution process. Employee commitment, involvement, and job satisfaction are the dependent variables of employee engagement. Talent management strategies are the independent variable and can be further broken down into sub-variables like recruitment and selection, training and development, performance management, career development, and succession planning. The quantitative data are analyzed using statistical analysis methods like correlation analysis, regression analysis, and descriptive statistics. Keywords: Talent Management, Employee Engagement, Health care, Industry, Strategies INTRODUCTION Any organization's ability to succeed in the modern, highly competitive, and dynamic healthcare sector depends greatly on the skills and commitment of its staff. Employee engagement, which is defined as employees' emotional commitment to and involvement in organization, is crucial for fostering organizational success, patient care quality, and general productivity. With a large number of hospitals, medical facilities, and healthcare providers, Chennai, a thriving metropolis in India, serves as a vital hub for the healthcare sector. The sector has particular difficulties, such as a lack of qualified healthcare workers, high staff turnover rates, and rising expectations for high-quality patient care. To attract, keep, and engage top people in Chennai's healthcare firms in this situation, it is essential to employ efficient talent management their work and techniques Head & Associate ProfessorPG Department of Commerce Sree Muthukumaraswamy CollegeChennai, Tamil Nadu, India .

3. Int. J. Engg. Res. & Sci. & Tech. 2022 healthcare firms in Chennai put effective talent management methods into practice, REVIEW OF LITERATURE which would increase employee This review of the literature seeks engagement, lower turnover rates, and to offer an overview of current research ultimately boost patient care quality. and best practices in talent management OBJECTIVES OF THE RESEARCH techniques in Chennai City's healthcare To sector, with an emphasis on their effects on examine the relationship employee engagement. A variety of between talent management strategies are included in talent strategies and employee management with the goal of luring, engagement in the healthcare industry of Chennai. nurturing, and keeping the best employees To provide recommendations for in a company. Recruitment and selection, training and development, performance enhancing talent management management, work-life balance and career practices to increase employee engagement. development, and succession planning are some of the talent management techniques LIMITATIONS that have been studied in the context of Due to the sample size constraints, the generalizability of findings may vary. The timeline of data collected is in the year 2023 and the analysis and reporting are done during the period of 2023. healthcare. B. Imperatori, 2017. Numerous studies have shown how effective talent management techniques are in increasing employee engagement in the healthcare HYPOTHESIS OF THE STUDY sector. Hypothesis strategies have a positive impact on employee engagement in the healthcare industry of Chennai city. 1: Talent management STATEMENT OF THE PROBLEM AND SCOPE OF THE STUDY Low employee engagement and its effects on Chennai-area healthcare firms. RESEARCH METHODOLOGY This study seeks to advance the fields of The data collected related to talent talent management and employee management strategies and employee engagement by offering a thorough engagement in the healthcare industry of examination of tactics developed Chennai. This data includes employee especially for Chennai's healthcare sector. surveys, performance metrics, and any The study's conclusions can help

4. Int. J. Engg. Res. & Sci. & Tech. 2022 other relevant information. The well- distributed among the respondents for the study for analysing. structured 300 questionnaires are ANALYSES Table - 1 Demographic Details Demographic Details AGE Less than 25 25 years - 35 years 35 years - 45 years Above 45 years Total Male Female Total Less than 5 Years 5 Years - 10 Years 10 Years - 15 Years Above 15 Years Total Frequency 37 113 67 83 300 146 154 300 44 93 86 77 300 Percent 12.3 37.7 22.3 27.7 100.0 48.7 51.3 100.0 14.7 31.0 28.7 25.7 100.0 Valid Percent 12.3 37.7 22.3 27.7 100.0 48.7 51.3 100.0 14.7 31.0 28.7 25.7 100.0 Cumulative Percent 12.3 50.0 72.3 100.0 48.7 100.0 14.7 45.7 74.3 100.0 GENDER YEARS EXPERIENCE OF Source: Primary Data Summary of Hypothesis Table - 2 Null Hypothesis Test Sig.a <.001 Decision the S.NO 1 One-Sample Chi-Square Test The categories of Age occur with equal probabilities. The categories defined by Gender = Male and Female occur with probabilities .500 and .500. The categories of Years of Experience occur with equal probabilities. The distribution of Talent Acquisition and Recruitment is normal with mean 3.61 and standard deviation 1.31259. The distribution of Compensation and Benefits is normal with mean 3.48 and standard deviation 1.35740. The distribution of Continuous Learning and Development is normal with mean 3.53 and standard deviation 1.15197. The distribution of Advancement opportunities is normal with mean 3.85 and standard deviation 1.13363. The distribution of innovation and creativity is normal with mean 3.74 and standard deviation 1.02510. The distribution of work culture and work-life balance is normal with mean 3.68 and standard deviation 1.04884. The distribution of Motivated and Committed is normal with mean 4.19 and standard deviation .57118. The distribution of Opportunities for Growth and Development is normal with mean 3.44 and standard deviation 1.22395. The distribution of organization's mission and goals is normal with mean 3.69 and standard deviation 1.08586. Source: Computed Data Reject hypothesis. Retain hypothesis. Reject hypothesis. Reject hypothesis. null 2 One-Sample Binomial Test .686 the null 3 One-Sample Chi-Square Test <.001 the null 4 <.001b One-Sample Smirnov Test Kolmogorov- the null 5 <.001b One-Sample Smirnov Test Kolmogorov- Reject hypothesis. the null 6 <.001b One-Sample Smirnov Test Kolmogorov- Reject hypothesis. the null 7 <.001b One-Sample Smirnov Test Kolmogorov- Reject hypothesis. the null <.001b 8 One-Sample Smirnov Test Kolmogorov- Reject hypothesis. the null <.001b 9 One-Sample Smirnov Test Kolmogorov- Reject hypothesis. the null <.001b 10 One-Sample Smirnov Test Kolmogorov- Reject hypothesis. the null <.001b 11 One-Sample Smirnov Test Kolmogorov- Reject hypothesis. the null <.001b 12 One-Sample Smirnov Test Kolmogorov- Reject hypothesis. the null a. The significant level is .050 b. Lilliefors corrected. Asymptotic Significance is displayed Summary of One-way ANOVA Table - 3 Employment Engagement Df F significance Talent Management Strategies Sum of squares 35.121 62.426 Motivated and Committed Between Groups Within Groups 4 8.780 .212 41.492 <.001 295

5. Int. J. Engg. Res. & Sci. & Tech. 2022 Total Between Groups 97.547 52.929 299 4 Opportunities for Growth and Development organization's mission and goals Motivated and Committed Opportunities for Growth and Development organization's mission and goals Motivated and Committed Opportunities for Growth and Development organization's mission and goals Motivated and Committed Opportunities for Growth and Development organization's mission and goals Motivated and Committed Opportunities for Growth and Development organization's mission and goals 13.232 9.883 <.001 Talent Acquisition and Recruitment Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total Between Groups 394.991 447.920 23.373 329.174 352.547 2.663 94.883 97.547 104.558 295 299 4 295 299 4 295 299 4 1.339 5.843 1.116 .666 .322 26.140 5.237 2.070 22.458 <.001 .085 <.001 Compensation & Benefits Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total Between Groups 343.362 447.920 113.894 238.652 352.547 2.981 94.565 97.547 13.561 295 299 4 295 299 4 295 299 4 1.164 28.474 .809 .745 .321 3.390 35.196 2.325 2.302 <.001 .057 .059 Continuous Learning & Development Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total Between Groups 434.359 447.920 71.454 281.092 352.547 11.993 85.554 97.547 34.635 295 299 4 295 299 4 295 299 4 1.472 17.864 .953 2.998 .290 8.659 18.747 10.338 6.181 <.001 <.001 <.001 Advancement Opportunities Within Groups Total Between Groups Within Groups Total Between Groups Within Groups Total Between Groups 413.285 447.920 10.429 342.118 352.547 8.664 88.883 97.547 21.930 295 299 4 295 299 4 295 299 4 1.401 2.607 1.160 2.166 .301 5.482 2.248 7.189 3.797 .064 <.001 .005 Innovation & Creativity Within Groups Total Between Groups Within Groups Total 425.990 447.920 9.865 342.682 352.547 295 299 4 295 299 1.444 2.466 1.162 2.123 .078 Source: Computed Data FINDINGS AND SUGGESTION The study discovered that Chennai should concentrate on choosing City's healthcare sector has individuals that share their values, comparatively low levels of mission, and culture in order to employee engagement. Numerous increase employee engagement. workers reported feeling Implement thorough selection unmotivated, unsatisfied with their procedures that evaluate jobs, and uncommitted to their motivation and cultural fit in addition to technical skills. companies. Healthcare firms

6. Int. J. Engg. Res. & Sci. & Tech. 2022 The study discovered a number of Healthcare organizations can techniques for managing talent significantly raise employee engagement that were already in use. These levels by implementing efficient included procedures for hiring and recruitment and selection procedures, choosing employees, training and investing in training and development, development initiatives, developing strong leadership, fostering a performance monitoring systems, culture of recognition, and improving and chances for career communication. This highlights the advancement. significance of talent management The importance of good talent strategies in improving employee management techniques in raising engagement in the healthcare industry of employee engagement levels is Chennai City. In Chennai City's healthcare highlighted by a study on talent industry, more employee involvement will management strategies for have a favorable impact on patient care, promoting employee engagement organizational performance, and overall in Chennai's healthcare sector. To success in addition to improving job provide leadership development satisfaction and motivation. The healthcare programs to help healthcare sector in Chennai is always changing and organizations become strong facing difficulties, therefore it is crucial for leaders. To create a positive firms to handle talent management and workplace, encourage leaders to employee engagement early on. The adopt a transformational unique effects of talent management leadership style that inspires and techniques in the context of Chennai City's encourages workers. healthcare business should be evaluated in The future research. study indicates that implementing targeted talent REFERENCES management strategies can Federman, B. (2009). Employee positively impact employee Engagement: a Roadmap for engagement and contribute to the Creating Profits, Optimizing overall success of healthcare Performance, anda Increasing organizations Loyalty. San Fransisco: John CONCLUSION Wiley and Sons, Inc, 989 Market Street.

7. Int. J. Engg. Res. & Sci. & Tech. 2022 Imperatori, B. (2017). Engagement and Disengagement at Work,. Switzerland: Springer Briefs in Business. Nwokocha, I. and Iheriohanma, (2012). Emerging Trends in Employee Retention Strategies in a Globalising Economy: Nigeria in Focus, Asian Social Science. Robert, E.L. and Robert J.H (2006). Talent Management: a critical review. Human Resource Management Review Sergay group, (2011). Talent Management Process Shejung, K. (2011). Employee Retention in Banking Industry of Nepal, A. PhD Thesis Proposal Submitted to Faculty of Management at Singhamia University, Rajasthan, India