Retaining Talent during Organisational Change: A Case Study on the perceptions of the effectiveness of Leadership and Talent Management in Tata Steel UK

Ashton, Hannah (2025) Retaining Talent during Organisational Change: A Case Study on the perceptions of the effectiveness of Leadership and Talent Management in Tata Steel UK. Masters thesis, University of Wales Trinity Saint David.

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Abstract

This dissertation investigates how employees at Tata Steel UK (TSUK) perceive the effectiveness of leadership and talent management (TM) initiatives during a significant organisational restructure. The study aims to identify key factors influencing talent retention, assess the importance of leadership styles and TM on employee retention, and formulate recommendations for improvement. Using a qualitative approach, including semi-structured interviews and qualitative questionnaires, the research highlights mixed emotions among employees, with many feeling demotivated and undervalued. The findings reveal inconsistencies in leadership communication and a perceived lack of transparency, as well as ineffective TM practices. Recommendations include implementing a cultural change programme and relaunching the talent boards (TB) to enhance career progression and development opportunities. The study underscores the importance of effective leadership, authentic communication, and strategic TM in retaining top talent during periods of organisational change. Certain content has been redacted from the report to preserve the anonymity of participants and to protect commercially sensitive information.

Item Type:	Thesis (Masters)
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions:	Theses and Dissertations > Masters Dissertations
Depositing User:	Victoria Hankinson
Date Deposited:	15 Jul 2025 15:22
Last Modified:	15 Jul 2025 15:22
URI:	https://repository.uwtsd.ac.uk/id/eprint/3830

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