Examining talent management using CG as proxy measure: a case study of State Bank of India

Purpose The present paper aims to measure talent management using corporate governance as a proxy measure and examine its impact on business performance in a public‐sector bank, i.e. State Bank of India. Design/methodology/approach Quarterly reports of State Bank of India from the financial periods 2006‐2007 to 2009‐2010 are used to collect data with respect to boardroom characteristics and ownership structure, and audit and nomination committees. The data used to assess boardroom characteristics and the audit committee include the number of meetings held, frequency, and meetings attended by board members. Business performance is assessed using ROA, ROE and Tobin's Q. Findings On the basis of the results, the study found that boardroom characteristics have an insignificant impact on business performance, while audit committee and ownership structure have a significant impact on business performance (i.e. ROA, ROE and Tobin's Q). Research limitations/implications The study considers corporate governance as a proxy measure of talent management, and only three corporate governance committees are used to examine their impact on business performance. Secondly, the results are based on quarterly reports from four years' financial statements. Originality/value The paper contributes to the existing literature in exploring relationships between corporate governance, talent management governance and business performance in an Indian setting.