THE RELATIONSHIP BETWEEN TALENT MANAGEMENT AND EMPLOYEES PERFORMANCE IN NIGERIAN PUBLIC SECTOR A STUDY OF SELECTED FIRMS IN DELTA STATE
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THE
RELATIONSHIP BETWEEN TALENT MANAGEMENT AND EMPLOYEES PERFORMANCE IN NIGERIAN
PUBLIC SECTOR A STUDY OF SELECTED FIRMS IN DELTA STATE
Abstract
This study
investigates talent management and employees performance in selected public
sector firms in Delta State, Nigeria. Sample size was determined using Taro
Yamani’s statistical technique. 364 questionnaires were distributed to
respondents, out of which 273 questionnaire were returned. Analysis of Variance
(ANOVA) was conducted using SPSS-20 to compare different population of mean
existing within the groups and between the groups at five point - likert scale.
The study found that F-calculated value (73.166) was greater than F-tabulated
(2.53) value at 5% significant level in the selected public sector firms.
Hence, the null hypothesis was rejected. Study concludes that there is an
existence of strong relationship between talent management and employees
performance in selected private sector organization. Finally, recommendation
were made in the following; that organization should align their talent
management system to meet up with their business requirements; and, management
should know what factors contribute to difficulties in attraction and retention
of employees so that effort should be made to keep various retention factors in
balance.
INTRODUCTION
The concept
of talent management gained more ground and relevant due to evolution of
corporate human resource and training in today’s present work environment. The
concept of talent management was originated in 1980s and 1990s the time when
the responsibilities of human resource department/personnel department shifted
from being routine administration and processing, to more complex configuration
and planning duties. At a time when decision makers relied solely upon HR
departments for employee management and competent evaluations, the idea of
talent management was born or emerged (Ackland, 2015). During this period, most
organizations realized that HR had larger role in recruiting and training the
right people to fit into the work force environment. Again, HR plays vital role
in developing good compensation packages which include; employees’ fringe
benefits, stock options and bonuses, and serving as a central point of
communication for employee health and happiness (Bersin, 2006).
On the other
hand, talent management deals with human capital management which consists of
people, knowledge and skills. Recent study by Gardner (2002) noted that talent
management is a major global challenge confronting most organizations in the
world. Due to scarcity of talent, organizations around the world are competing
for the same pool of talents to acquire and retain talents in order to maintain
their operations and continue to grow in terms of service and profitability.
Most assets of an organization such as, products, technologies and strategies
may be replicated easily (Chuai et al, 2010) but human capital takes great deal
of time to develop and considered as a key asset to manage and adapt to the
organizational needs.
With regards
to this, talent management is very useful in organizational learning and
development. It changes the way firm organized and use technology, allocate
resources, and measure optimal performance. Apart from that, progress of talent
management is very important in developing and discovering new talented
employees in the workforce. “Advances in talent management system such as human
capital management technology, is useful to HR leaders implement global
recruiting strategies where they domicile and to generate the insights needed
to drive quality of hire, internal mobility and a proactive approach of
building talent pipelines” (Oracle, 2013). Oracle Talent Management Cloud was
discovered using a holistic approach, to help HR leaders manage everything from
recruiting, compensation and performance management to employee learning and
talent review, in a single, cohesive system.
Unfortunately,
most of the advanced talent management systems have not translated meaningfully
towards organizational performance due to the way firms design and manage their
organizational structure. Heimen
et al, (2004)
argue that the
way organization attracts,
International
Journal of Economics, Commerce and Management, United Kingdom
develops,
retains, motivates, manages and reward its employees determines the duration or
extent they will stay on the job. For instant, employees who get better job
offer and good working condition with another employer quit than staying on the
job. To remain focused and competitive in business environment, some firms
should developed attractive package, bonus, fringe benefits and flexible
working hours to accommodate everyone to be able to increase organizational
performance and employees’ value.
In addition,
Kehinde (2012) also noted that talent management system have failed in most
organizations today due to lack of planning and implementation of management
policies, processes and programs which have positive impact on the process of
acquiring, developing and retaining talents to sustain organizational competitive
advantage. The need for business organizations to continually search for new
and better means of achieving competitive advantage requires that the capacity
of every functional areas in the organization requires improvement to align
with organizational performance.
Obviously,
it is difficult to locate and nurture talent, and quite easier to dissipate and
lose talent. In view of this, it is advisable for management to take note of
the following issues in mind; worldwide surplus of talent but local shortage,
scarcity of young people and abundance of aged people, increasing demands for
innovative skills and rising deficit in fundamental skills, novel work
settings, more diverse and distributed workforce, shifts in nature of works
(Iqbal et al, 2013) for organizational growth and sustainability.
Due to
problem statement mentioned above, objective of this study is necessitated
which sought to investigate the relationship between talent management and
employees productivity in selected public sector firms in Delta State, Nigeria.
To fulfill study objective, the following research question is stated to guide
the study;
What impact
does talent management have on employee performance in public sector firm in
Delta?
On the other
hand, to achieve study objective, the following research hypothesis is stated
to guide the study:
1. Ho: There is no significant relationship
between talent management and employees performance in selected private sector
organization.
2. Hi:
There is a
significant relationship between
talent management and
employees performance in selected private sector organization.
This study
serves to provide good insight on how to manage effectively employees’ talent
(skills and expertise) in the work environment as well as guiding business
practitioners to develop better management practices related to employees’
talent management to meet up with global best practice.
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