Abstract
Talent management has gained recognition as a strategic human resource technique that allows businesses to attract, develop, engage, and retain talented employees in a highly competitive business climate. Because employees from different generations have varied expectations, attitudes, and work preferences, having a multigenerational workforce in the automotive sector offers special opportunities and problems. This study focuses at how talent management practices affect multigenerational employees job satisfaction in the automotive sector, with a focus on Ranipet District. Using a standardised questionnaire, 380 workers in the automotive industry provided primary data for the study, which used a descriptive research approach. The data were analysed using statistical techniques such as multiple regression analysis, correlation analysis, chi-square tests, and percentage analysis. Compensation and benefits, growth and learning opportunities, organisational culture and policies, interpersonal relationship, talent enhancement, and diversity and inclusion were among the dimensions used in the study to evaluate talent management methods. The study suggests that organisations in the automotive industry should boost talent management initiatives by implementing inclusive and generation-sensitive strategies that accommodate employees' different requirements. These methods can increase employee retention, increase job satisfaction, and support long-term organisational success.
Job Satisfaction
References
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Author information
P. Monisha
Research Scholar, Department of Business Administration, Auxilium College (Autonomous), Vellore, Affiliated to Thiruvalluvar University, Serkkadu, Vellore.
Dr. S. Uma Mageswari
Assistant Professor and Supervisor, Department of Business Administration, Auxilium College (Autonomous), Vellore, Affiliated to Thiruvalluvar University, Serkkadu, Vellore.