Employee retention and talent management issues are becoming the most critical workforce management challenges of the immediate future. Employees are assets which organizations will always try to avoid losing. Employee engagement is critical to any organization that seeks not only to retain valued employees, but also increase its level of performance. The purpose of this study was to establish whether employee engagement affects talent management and employees’ retention in Kenya state corporations. State corporations in Kenya are operating in highly competitive environment owing to today’s rapidly moving dynamic, uncertain and highly competitive global markets. The study was conducted using descriptive survey design. The target population comprised of all the employees in the 162 state corporations in Kenya. The respondents  were the  heads of departments and HR managers in the state corporations. Stratified sampling was used to select the respondents from different categorization of state corporations. Further, simple random sampling was applied to select the respondents from the respective state corporation. A total of 385 respondents were interviewed. A self-administered questionnaire was used as the main tool for data collection. Reliability of the survey questionnaire was calculated according to Cronbach’s alpha coefficient and in order to measure the validity of research, content validity was used. To analyze the collected data, descriptive statistics (frequency, mean, percentage and standard deviation) was used. Inferential statistics (Spearman correlation coefficient and ordinary least squares regression) was used to test the hypothesis. Statistical software used was SPSS 20. The study findings revealed that showed that there was a significant positive relationship between employee engagement and talent management and  retention in state corporations in Kenya. It is important, therefore, that the state corporations in Kenya  address this critical component of employee engagement  for competitiveness and  employee retention in Kenya state corporations.

Top ranking B-Schools and league management institutions from Tier-I cities of our country  are committed to their basic task of generating, preserving and disseminating knowledge, and where, quality was not an issue. Rather, it was expected that the outputs from  such elitist institutions would represent excellence. These great institutions of India, invariably try to imbibe the inbuilt system of the western institutions like Harvard, Stanford, Oxford and Cambridge that accept only the best as their faculties. (Prof. K.B.Powar). In India during the first decade of this 21st century, the ‘Massification’ of Management-Education had begun, Which triggered the mushrooming of innumerable management institutions in most of the Tier-II Cities and Tier-III Towns as well. Naturally, this led to an increased demand for management faculties. Hence, such positions were filled up by those with purely academic background. 

This research paper seeks to study the effect of electronic remittance transactions on profitability of select Indian Banks considering the parameter of Profit per Employee. The research methodology relies upon collection and analysis of secondary data. The expected outcome is that there is a significant effect of electronic remittance transactions on Profit per Employee of banks. The findings would help banks in evolving appropriate strategies to better leverage their human capital for enhancing profitability.  

The profitability of banks depends upon its efficiency and modern technology. Both are inter-related. The banks which have come up recently are more efficient than old ones.  They have adopted different channels so that customers can get their work done easily. Customer’s satisfaction or Net asset is basically necessary for the growth of banks. The banking sector is mainly dependent on customer’s service especially public sector banks. In this study we have used public and private sector banks and this study covers 5 years. Magretta and Stone (2002) suggests that metrics and performance measurement are the critical elements in translating an organization’s mission, or strategy, into reality Rajan (2005) argues, evaluating the true nature of bank performance is a very complicated task, since it requires disentangling the part of the performance which is the result of a genuine value creation from the part which is the result of higher (and not easily observable) risks. This analysis is based on financial characteristics of the banking sector. The use of modern technologies and heavy competition and geographical boundaries restrictions given by the governments have played a vital role for the public sector banks to compete with private banks

 Purchase of a commodity, good or service is guided by a host of factors. Each factor influences a purchase differently. While some stimulate buying, the other might discourage a consumer. Peer pressure is one of those unique pushes that a rational consumer considers before an actual or a potential purchase of any good or service. Peer pressure rightly puts pressure of the peer or the persons surrounding for any action, buying being the relevant one in this case.