To review the impact of talent management on service quality in banking industry case study of hsbc proposal

Get your 1st
class custom-writtenpaperwith 10% offat http://writinghub.co.uk/
Explore more free essays, assignments, and research papers at http://writinghub.co.uk/
To review the impact of talent management on service quality in
banking industry- case study of HSBC
Research proposal

Get your 1st
ABSTRACT
In this high competitive business world talent management is considered as an essential
element for enhancing the overall business success as it highly helps in improving employee
productivity and employee retention. Service quality is the important factor that highly
drives the success rate of banking sector. And it can be found the effective implementation
of talent management can highly improve the service quality. Thus in this context the
researcher will implement an analysis on the impact of talent management on service
quality in banking industry and for carrying out the study the case study of HSBC is taken.
HSBC is considered as one of the leading financial services company that highly invested on
talent management for attracting more talented people.
The researcher has adopted positivism philosophy and deductive approach for conducting
the research study effectively. Both primary and secondary data will be collected for the
present study. The quantitative data will be collected by conducting online survey on 7
employees of HSBC, UK and direct survey on 42 customers of HSBC respectively. The
secondary data will be collected by reviewing various internal and external secondary
sources and this helped in developing a detailed case study of HSBC, UK. Descriptive analysis
method will be used to analyze the quantitative data collected.

Get your 1st
Contents
Chapter 1: Introduction .............................................................................................................4
1.1 Research background.......................................................................................................4
1.2 Rationale of the research.................................................................................................4
1.3 Research Aim....................................................................................................................5
1.4 Research objectives..........................................................................................................5
1.5 Research Questions..........................................................................................................5
Chapter 2: Literature Review.....................................................................................................6
2.1 Talent management .........................................................................................................6
2.2 Service quality ..................................................................................................................6
2.3 Key factors influencing service quality.............................................................................6
2.4 Model to analyse talent management.............................................................................7
2.5 Impact of talent management on service quality in UK banking industry ......................8
2.6 Conceptual framework.....................................................................................................8
Chapter 3: Research Methodology ..........................................................................................10
3.1 Research philosophy ......................................................................................................10
3.2 Research approach.........................................................................................................10
3.3 Research design..............................................................................................................11
3.4 Research strategy...........................................................................................................11
3.5 Data collection methods ................................................................................................11
3.6 Sample selection ............................................................................................................12
3.7 Ethical issues ..................................................................................................................12
4. Time plan..............................................................................................................................12
Reference.................................................................................................................................14

Get your 1st
Chapter 1: Introduction
1.1 Research background
In the opinion of Cook and Macaulay (2009), most of the organizations are now heavily
invested on talent management to improve the productivity and performance level of the
employees and it aid the organizations to improve the service quality. However, improper
working condition, over work load, improper internal communication, etc created employee
job dissatisfaction and it reduces the quality of customer services (Nafei, 2015a).
Quality services are necessary for the banks to retain potential customers. Staffs in banks
have direct contact with customers and thus employees have prominent role in offering
good quality services to customers. Most of the banks offer effective training and reward
programs, motivational programs, fringe benefits, etc to employees for improving their
performance level (Higginbottom, 2015). However, TalentQ (2012) identified that, over
work pressure, long working hours, lack of effective reward programs, etc created issues
among the employees and it negatively affects employee performance. Thus the study will
evaluate the role of talent management on improving service quality in UK banking sector.
Being one of the leading financial service companies, HSBC has heavily invested on talent
management for improving the employee performance. Effective working condition, good
relation between management and employees, etc improves employee performance and it
aid HSBC to provide better services to customers. However, recently the company faced
large number of customer complaints about unfriendly attitude of employees towards
customers. Discrimination in offering rewards to employees, inefficiency of HSBC’s training
programs to improve the skills of the employees, etc adversely affects the performance
level of the employees and it reduce service quality of HSBC. Thus the study analyse the
impact of talent management of HSBC to improve its service quality.
1.2 Rationale of the research
As per the study findings of Barkhuizen, Mogwere and Schutte (2014) and Collings, Scullion
and Vaiman (2015), talent management is necessary in firms for identifying, recruiting and
promoting right talents and thereby to improve the service quality of the organization. In
addition to this, organizations which provide higher preference for talent management can
retain skilled and talented labour force and it assist such firms to provide high quality

Get your 1st
services to customers (Heathfield, 2016). HSBC is a UK based multinational financial and
banking services organization which heavily investing on talent management for attracting
more talented employees for offering high quality services to customers. Global Talent
Management programme of HSBC helps them to improve service quality and it made the
organization as world’s leading financial service company. However, discrimination in
offering rewards, ineffectiveness of training and development programs to rectify the
weakness of employees, etc reduced the efficiency of performance of HSBC employees and
it increases the customer complaints about poor service quality (Vrontis and Thrassou,
2013). This shows the importance of analysing the impact of talent management on service
quality. So the research will evaluate the role of talent management on improving service
quality by taking the case of HSBC in UK.
1.3 Research Aim
To evaluate the influence of talent management in raising the service quality in banking
industry, specifically focussing on HSBC.
1.4 Research objectives
The main objectives of the present study are:
 To analyse the major talent management practices followed in an organization
 To evaluate the major factors influencing service quality
 To understand the impact of talent management on service quality of HSBC, UK
 To provide recommendations for HSBC to improve its talent management practices
for enhancing service quality.
1.5 Research Questions
The study is based on following research questions:
1. What strategies does HSBC use for talent management in the company?
2. What are the key factors influencing the service quality of an organization?
3. What role does talent management play in improving service quality in banking
sector?
4. How has talent management of HBSC influenced service quality offered by the bank?
5. How can HSBC improve talent management in the company?

Get your 1st
Chapter 2: Literature Review
2.1 Talent management
Talent management includes a series of business HR practices and procedures that make
sure the sustainable efficacy of the highly adept labour force within a company (Schweyer,
2010). In the talent management practice, HR department strives to entice, motivate and
instigating the productivity and functioning level of employees through series of procedures
like employee hiring, training, development, retention, planning and performance
management
2.2 Service quality
To meet customer expectations, companies intend to sustain a better service quality in
terms of product deliverance and performance of the employees. As per Zeithaml,
Parasuraman and Berry (2010), service quality implies to the comparison of expectations
regarding a service with the competence or performance delivered. It has been found that a
business enterprise with enhanced service quality is tempted to fulfil customer demands
and requirements by remaining financially competitive.
2.3 Key factors influencing service quality
 Performance of the staffs
An organization’s internal staffs’ attitude and behaviour highly depend upon the customer
satisfaction level (Lisch, 2016). If customers are approached with arrogant attitude, they
would develop discontentment with the service of a company and would ultimately find the
service unpleasant.
 Quality of products
A company’s product quality possess a significant role in deciding service quality (Kenyon
and Sen, 2014). If delivered products are of low quality, customer would hardly think of
buying products from the company again.
 Organizational ambience

Get your 1st
The physical appearance of a company comprising interior, employee dress pattern etc. can
have a substantial impact upon the satisfaction level of customers as they would attach the
organizational ambience with the overall quality of the company (Wang, 2010).
 Customer expectation and satisfaction
Customer expectation and satisfaction level would be high if they are facilitated with better
experience and service, finds Oliver (2014).
 Service process and service potential
Service quality is highly influenced by the staffs’ expertise and qualifications as well as
quickness in service since efficacy in service process and potential prompts customers to
perceive that they are provided with high quality service by an adept staff without any delay
(Rai, 2012).
2.4 Model to analyse talent management
Acquisition: Recruitment of acquisition of right talent is an important task for the
organizations to hire good talent (Collings, Scullion and Vaiman, 2015).
On-boarding: On the basis of the industry in which the company operates, each
organization has its own organizational structure, strategies, values, goals, etc. In narrow
sense, on-boarding aid the new staff to obtain a basic idea about the job and it help to
improve their performance. In broad sense, this helps the employees to accept the
practices, processes, culture, etc of the organization (Heathfield, 2016).
Incubation: As per Schweyer (2010), it is considered as a talent funnel which allows
classification and segregation of talent.
Identification: In the opinion of Heathfield(2016),identification of talented employees is
essential for the organizations to improve the company performance. For identifying the
talent, well organised firms have continuous, systematic and well defined programs.
Assessment: In the opinion of Effron and Ort (2013), assessment of the employee
performance is essential for identifying the main areas requires improvement and it also
aided the firm to adopt effective strategies to improve the performance level of the
employees.

Get your 1st
Promotion: As per Barkhuizen, Mogwere and Schutte (2014), after identifying the talent of
the employees, many firms promote them to higher positions based on their abilities.
Retention: Altinoz, Cakiroglu and Cop (2013) mentions that, organizations need to
implement various programs and activities to improve the satisfaction level of the
employees and thereby to retain potential staffs in the firm. Rewards and recognition
programs, compensation alignment and other types of employee benefit programs are
offered by the firms to retain talented employees.
Succession: When leaders of the organizations leave from the company, well managed
organizations have better programs to easily and quickly transform the potential employees
to the new vacant higher job roles (Heathfield, 2016).
Forecasting: Talent management programs have important role in fulfilling the future needs
effectively. Well organised companies have a clear understanding about their current gaps
and ongoing strategies and plans to rectify it and about their future needs.
2.5 Impact of talent management on service quality in UK banking industry
A significant factor that impacts the efficient functioning banking sector is the talent
management. Service quality and availability are considered to be the key aspects that
drives the success rate of banking sector in UK markets. As per the reports of TalentQ (2012)
the banking industry continues to develop its employee workforce irrespective to the
existing market instability. A major issue encountered by the banking sector in UK are the
lack of availability in suitable individuals to hire as employee as well as sufficient customers
(PWC, 2012). The unavailability of key talents and skills are identified as a significant
downturn in customer attraction towards UK banking industry.
The changes that has been executed in the remuneration code through the consultation by
the Financial Council Authorities and Prudential Regulation Authority changed the bonus
deferrals, malus, bonus buy-outs and claw backs in correspondence to the financial
sanctions that aimed the top authorities of a bailed out banks (Higginbottom, 2015).
2.6 Conceptual framework

Get your 1st

Get your 1st
Chapter 3: Research Methodology
3.1 Research philosophy
Positivism philosophy will be adopted by the researcher for exploring the influence of
talent management on service quality in banking industry and the current study is
performed in the case of HSBC. By using this method the researcher will be able to evaluate
the research problem effectively and in an objective manner (Howell, 2013). With the help
of positivism philosophy the researcher will be able to collect quantifiable and observable
data on the talent management strategies adopted by HSBC and its impact on the service
quality of the organization. Positivism philosophy will aid the researcher to understand the
various strategies adopted by HSBC for improving the talent management in the
organization. Also, this method will enable the researcher to understand more about the
importance of talent management in enhancing the service quality in banking industry.
Further, positivism philosophy will enable the researcher’s ability to critically analyse the
influence of talent management on service quality in HSBC.
3.2 Research approach
According to Bryman (2016) the definition of research approach is the plans and procedures
chosen for the gathering of needed information. Deductive approach supports the
researcher to put forth hypothesis based on the existing theories (Gulati, 2009).
In this study, Deductive approach will be used by the researcher as this method is closely
linked with positivism philosophy. By using this method the researcher will be able to
develop theories on the role of talent management on service quality in banking industry.
Deductive approach will help the researcher to identify the causal relationship between
talent management and service quality and this method will aid the researcher to develop
hypothesis on the basis of pre-existing theories. This method enabled the researcher to
design an appropriate research strategy so as to test the validity of the hypothesis
developed during the research study. A detailed investigation on the research topic will help
the researcher to generalise the observations and to deduce appropriate inferences on the
influence of talent management system in HSBC on the organization’s service quality.

Get your 1st
3.3 Research design
According to Zikmund et al. (2013) research design assists to find out the vital objective of
research and provides an evident explanation of research issues.
The researcher will select exploratory research design for accomplishing the research study.
Exploratory research design will aid the researcher to investigate about the role of talent
management on service quality in HSBC. This method will also help the researcher to gain
profound knowledge on the strategies adopted by HSBC to improve the performance of
employees, to enhance customer satisfaction and to improve quality of products.
Exploratory research design will be used by the researcher to identify the research problem
and to enhance the knowledge level on various aspects of the research topic (Babbie, 2010).
By using this method the researcher will be also able to analyse the current talent
management strategies adopted by HSBC and the how it will affect the performance of the
employees and service quality in the organization. The major advantage of exploratory
research design will be that it helped the researcher to explore and understand the key
issues faced by the organization with the implementation of talent management.
3.4 Research strategy
With respect to the findings made by Dawson (2009) the organized way to gather
information for research study is known as research strategies.
Case study and survey research strategy will be used by the researcher to collect valid
information on the effectiveness of talent management on service quality in banking
industry and in this study the research will be conducted in the context of HSBC. Direct
survey will be conducted with the customers of HSBC so as to collect details regarding the
customer reviews on the quality of products and services offered by the organization. Also,
the researcher will be able to understand how satisfied will be the customers with the
service quality of HSBC. Further, the researcher will be able to understand the elements that
attracted the customers towards the organization. Online survey will be performed to
collect the responses of employees in HSBC.
3.5 Data collection methods
With respect to the studies made by Flick (2011) data collection is the process of
accumulation and measurement of data which is very much related to research topic.

Get your 1st
Both primary and secondary data collection methods will be used by the researcher to
accumulate factual information on the effectiveness of talent management in service
quality. The case study analysis will aid the researcher to assess the research findings and to
collect factual data associated with the research topic from different sources (Farquhar,
2012). The earlier studies will also be reviewed by the researcher for developing the case
study effectively. The researcher will survey customers and employees of HSBC to gather
quantifiable data and valid responses on the effectiveness of the talent management
strategies in enhancing customer and employee satisfaction. Through the survey the
researcher will be able to comprehend the perceptions of customers on the product quality
offered by HSBC and employee perception on the impact of talent management strategies
adopted by HSBC for improving employee performance and enhancing service quality.
3.6 Sample selection
In the current research study the entire customers and employees of HSBC in UK will be
chosen as the population for selecting the appropriate samples. However, the researcher
will select smaller sample size due to time and cost restriction. The researcher will conduct
the online survey with the 15 employees and self-administered survey with 45 customers of
HSBC. The researcher will visit the branches of HSBC located at Ipswich and Colchester in UK
so as to conduct the survey with the customers of HSBC.
3.7 Ethical issues
The current research will give utmost importance in upholding ethical principles in the
study; there are no chances to arise ethical issues. All the respondents involved in the study
will be treated fairly by the researcher. In this particular research study, the researcher will
strictly follow the Data Protection Act, 1998 for guaranteeing the privacy and confidentiality.
4. Time plan

Get your 1st
S.
No.
Tasks June 2016 July 2016 August 2016 September
2016
Weeks 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
1 Introduction
2 Literature
review
3 Research
methodolog
y
4 Data
collection
5 Analysis of
collected
data
6 Conclusion
and
recommend
ations
7 Finalisation
of research
project
8 Submission
of
dissertation

Get your 1st
Reference
Altinoz, M., Cakiroglu, D. and Cop, S., 2013. Effects of talent management on organizational
trust: a field study. Procedia - Social and Behavioral Sciences, 99, pp.843-851.
Babbie, E., 2010. The practice of social research.12th ed. Belmont: Wadsworth.
Barkhuizen, N., Mogwere, P. and Schutte, N., 2014. Talent management, work engagement
and service quality orientation of support staff in a higher education institution.
Mediterranean Journal of Social Sciences, 5(4), pp.69-79.
Barkhuizen, N., Mogwere, P. and Schutte, N., 2014. Talent management, work engagement
and service quality orientation of support staff in a higher education institution.
Mediterranean Journal of Social Sciences, 5(4), pp.69-79.
Bryman, A., 2016. Social research methods. 5th ed. Oxford: Oxford University Press.
Collings, D. G., Scullion, H. and Vaiman, V., 2015. Talent management: Progress and
prospects. Human Resource Management Review, 25(3), pp. 233-235.
Collings, D. G., Scullion, H. and Vaiman, V., 2015. Talent management: Progress and
prospects. Human Resource Management Review, 25(3), pp. 233-235.
Cook, S. and Macaulay, S., 2009. Talent management: Key questions for learning and
development. Training Journal, [online]. Available at:
http://www.som.cranfield.ac.uk/som/dinamic-
content/cced/documents/trainingjournaljuly2009.pdf. [Accessed 16 September 2016].
Dawson, C., 2009. Introduction to research methods: A practical guide for any undertaking
research project. 4th ed. London: Sage.
Farquhar, J.D., 2012. Case study research for business. London: Sage.
Flick, U., 2011. Introducing research methodology: A beginners guide to doing a research
project. London: Sage.

Get your 1st
Gulati, P.M., 2009. Research management: fundamental and applied research. New Delhi:
Global India Publications.
Heathfield, S. M., 2016. Best talent management practices. [online] Available at:
https://www.thebalance.com/best-talent-management-practices-1917671 [Accessed 16
September 2016].
Higginbottom, K., 2015. HR challenges facing the banking sector in 2015. Forbes, [online] 21
January. Available at: http://www.forbes.com/sites/karenhigginbottom/2015/01/21/hr-
challenges-facing-the-banking-sector-in-2015/#569a3f235f1e [Accessed 16 September
2016].
Howell, K.E., 2013. Introduction to the philosophy of methodology. London: Sage.
Kaliannan, M., Abraham, M. and Ponnusamy, V., 2016. Effective talent management in
Malaysian SMES: A proposed framework. The Journal of Developing Areas, 50(5), pp.393-
401.
Kenyon, G.N. and Sen, K.C., 2014. The perception of quality: mapping product and service
quality to consumer perceptions. Berlin: Springer.
Lisch, R., 2016. Measuring service performance: practical research for better quality.
Abingdon: Routledge.
Nafei, W., 2015a. The effects of talent management on service quality: a study on
commercial banks in Egypt. International Business Research, 8(4), pp.41-59.
Oliver, R.L., 2014. Satisfaction: a behavioral perspective on the consumer. 2nd ed. Abingdon:
Routledge.
PWC. 2012. Tackling the talent gaps: key findings in the financial services sector. [online]
Available at: https://www.pwc.com/gx/en/ceo-survey/pdf/15th-global-ceo-survey-financial-
services.pdf [Accessed 16 September 2016].
Rai, A.K., 2012. Customer relationship management: concepts and cases. 2nd ed. New Delhi:
PHI Learning.

Get your 1st
Schweyer, A., 2010. Talent management systems: best practices in technology solutions for
recruitment, retention and workforce planning. London: John Wiley & Sons.
Schweyer, A., 2010. Talent management systems: best practices in technology solutions for
recruitment, retention and workforce planning. London: John Wiley & Sons.
TalentQ. 2012. Banking on talent. [online] Available at:
https://www.talentqgroup.com/media/40483/whitepaper-banking-on-talent.pdf [Accessed
16 September 2016].
Vrontis, D. and Thrassou, A., 2013. Innovative business practices: prevailing a turbulent era.
Cambridge Scholars.
Wang, C.Y., 2010. Service quality, perceived value, corporate image, and customer loyalty in
the context of varying levels of switching costs. Psychology & Marketing, 27, pp.252–262.
Zeithaml, V.A., Parasuraman, A. and Berry, L.L., 2010. Delivering quality service. New York:
Simon and Schuster.
Zikmund, W.G., Babin, B.J., Carr, J.C. and Griffin, M., 2013. Business research methods. 9th
ed. London: Cengage Learning.

To review the impact of talent management on service quality in banking industry case study of hsbc proposal

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Mehr von WritingHubUK

Mehr von WritingHubUK (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (16)

To review the impact of talent management on service quality in banking industry case study of hsbc proposal