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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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