Effect Of Talent Management On Employees Productivity (A Study Of Selected Firms In Delta State)

Effect Of Talent Management On Employees Productivity (A Study Of Selected Firms In Delta State)

Abstract

The study takes an empirical inquiry to ascertain the Effect of Talent Management on Employee’s Productivity. The purpose of the study is to determine whether talent management has the potency to increase employee’s productivity in the Nigerian public sector especially in Delta State. The survey design method was used in the course of the study. The population of the study was 4,730 which comprises of the senior, middle and junior staff from five selected public sector in Delta State. The sample size was determined at 364, using Taro Yamane’s Statistical technique. Out of 364 questionnaires administered, 273 questionnaires were returned in good faith. The paper employed both primary and secondary sources in generating its data and utilizes tables and simple percentages for data analysis. Three hypotheses were formulated and the statistical instrument used for testing the hypotheses was Z – score at 5% level of significance. Findings indicate that a well planned and managed talents increases organizational productivity and talent management provides the potentials for long-term competitive advantage. It also concludes that a well planned and managed talent helps employees to contribute optimally towards organizational productivity and top management participation in the implementation of talent management programs helps to improve employee’s productivity. The study therefore, recommends that organization should properly plan and manage their talent programs by providing adequate resources and encouragement of top management participation to ensure proper implementation of talent management programs that aims at improving employees’ productivity.

Table of Contents

• Title Page
• Certification
• Dedication
• Acknowledgement
• Abstract
• Table of Content

Chapter One

Introduction

• 1.1 Background of the Study
• 1.2 Statement of the Problem
• 1.3 Objectives of the Study
• 1.4 Research Questions
• 1.5 Research Hypotheses
• 1.6 Scope and Limitation of the Study
• 1.7 Significance of the Study

Chapter Two

2.0 Review of Related Literature

• 2.1 Conceptual Review
• 2.2 Talent Management
• 2.3 Drivers for Talent Management
• 2.4 Performance Management and Appraisal
• 2.5 Talent Management and Organization Performance
• 2.6 Talent Management Development Programme
• 2.7 Talent Management and Reward Management
• 2.8 Factors That Affect Talent Management Practice
• 2.9 Talent Management Strategy and Business Strategy
• 2.10 Top Management Involvement
• 2.11 Employee Engagement
• 2.12 Theoretical Framework
• 2.13 Empirical Review

Chapter Three

3.0 Research Methodology

• 3.1. Research Design
• 3.2 Area of Study
• 3.3 Population of the Study
• 3.4 Sample and Sampling Techniques
• 3.5 Validity and Reliability
• 3.6 Method of Data Analysis

Chapter Four

4.0 Presentation of Data and Analysis

• 4.1 Research Questions
• 4.2 Testing of Hypotheses

Chapter Five

5.0 Summary of Findings, Conclusion and Recommendations

• 5.1 Discussion of Research Results
• 5.2 Conclusion
• 5.3 Recommendations
• References
• Appendix

Chapter One

Introduction

1.1 Background of the Study

Prominent researchers within human resource management and strategy wrote that “The workforce is the most expensive yet poorly managed assets in most organizations” (Becker & Beatty, 2009). Although to increase the effectiveness of a firm, several resources can be used to achieve this, which include money, men, and machine; of these resources the most important of them all is the people aspect of the organization. Nowadays, land, capital and fixed assets are no longer key resources for the organizations to be highly competitive in the current global economy (Gardener, 2002). Human capital is a key resource to adapt the organizations to the worldwide competitive challenges. Organizations are now competing against each other to acquire and retain talents in order to maintain their operations and continue to grow in terms of service and profitability. (Gerdner, 2002; Kehinde, 2012).

Besides, the world is suddenly faced with the need to make a sharp break from old habits to deliberately learn new ways of doing things. Processes are altered, factory designs are often outdated in less than five years and paralleling the compression of product and process life circles of the organizations. As a result, productive and innovative energy is apparent in every domain of business life. In such a chaotic times and crowded market places, employee productivity and innovation forms the essence of sustainable competitive advantage. Successful organizations will be those that hinge on the ability to attract, develop, retain, motivate, and lead a diverse array of appropriately skilled people, since the human factor drives everything.

Research has shown that talent management practices with a strong focus on strategy have a statistically significant impact on the attractiveness of the company, as well as the achievement of business goals, customer satisfaction and corporate profit, (Bethke-Langenegger, Mahler, and Staffel, 2011).

The workforce serving in the Nigerian public service at all tiers of government is mostly bloated, un-widely and ineffective. The service which used to be engine room of progressive policy formulation, implementation and the sole provider of basic social amenities that sustained livelihood and propelled economic development of the country, has since degenerated into a creaky apparatus of political patronage that ignores merit and put round pegs in square holes. (Abdulahi, et al, 2001).

Despite various interventions to revamp the public sector undertakings, the sector has remained in a tail spin. Confirming this, Ayida (1997) laments that in spite of several reviews and commissions of investigation, the public service of today remains a shadow of what it should be. According to him, some of the lofty ideas of efficiency, professionalism and accountability have not been achieved. Corroborating on this unfortunate situation, Adeyemo et al (2008) stress that the superstructure has remained defective and the several public service review exercises ended up with the civil service being put in a straight jacket.

1.2 Statement of the Problem

The dynamics of the global business environment has become a challenge to the business organizations, both in the private and in the public sector enterprise and there is need for flexible, innovative and rational approach to the management of human capital, so as to achieve maximum productivity.

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 to improve organizational performance becomes under scrutiny. (Kehinde, 2012). Many organizations today, fails to plan and implement appropriately their talent management policies, processes and programs and this affected the process of acquiring, developing and retaining talents that contribute to their organizational goals.

Again, in some organizations, the top managements are not actively involved in talent management practices. As a result, they did not consider talent management as a critical part of their own jobs and they fail to recognize that better talents, pull all other performance levers (Micheal, et al 2001), To increase employee’s productivity in the public sector enterprise, organizational talent management, policies, processes and programs must be planned, developed and implemented effectively, so that employee’s productivity would make a substantial impact on the firm’s performance.

The study therefore seeks to examine how talent management development programs and policies are planned, implemented and managed in Delta State Public sector and its effect on employee’s productivity.

1.3 Objectives of the Study

The main objective of the study is to examine the effect of talent management in increasing employees’ productivity in Delta State Public Sector.

The specific objectives include to:

1. Determine whether a well planned and managed talents increases employee productivity.
2. Ascertain whether top management participation in the implementation of talent management programs improves employee’s productivity.
3. Determine whether current talent management programs and techniques adopted aims at improving employee productivity.

1.4 Research Questions

The study undertakes to examine the following research questions:

1. How does a well plan and managed talent increase employee productivity?
2. Does top management participation in talent management implementation improve employees’ productivity?
3. To what extent do the adopted talent management programs and techniques improve employee productivity?

1.5 Research Hypotheses

Arising from the background, subsequent objectives of the study and research questions, the following hypotheses were generated for testing.

Hypothesis I

• Well planned and managed talents does not increase employee productivity.

Hypothesis II

• Top management participation in talent management implementation does not improve employees’ productivity.

Hypothesis III

• Adopted talent management programs and techniques do not improve employee productivity.

1.6 Scope and Limitation of the Study

The study is particularly based on human resource management and is limited to (5) five public sector business organization in Delta State of Nigeria. Namely; Delta State Water Board, State Environmental Protection Agency, Delta State University, Delta State Broadcasting Services and Delta State Rural Electrification Board.

1.7 Significance of the Study

The study will be of great benefit to both private and the public sector, as the study will go a long way to expose them on the importance of talent management in improving their performance and to be able to deliver their services to customers effectively and efficiently.

The knowledge gained would be of great value to individual workers, business organizations and the government on how best to manage the human resources in achieving strategic and competitive advantage, through proper alignment of talents in organization to achieve effective performance.

Chapter Five

5.0 Summary of Findings, Conclusion and Recommendations

5.1 Discussion of Research Results

The findings revealed that a well planned and managed talent has the potency to improve employee’s productivity. In line with the objective one, a well planned and managed talent provides the necessary potentials and capabilities organizations needs. It helps to develop competent and agile workforce that match the context required to improve employee productivity. This finding is strongly supported by Wunm (2012), when he states that proper planning and implementation of talent management policies, programmes and processes significantly improves employee’s productivity.

Another finding revealed that top management participation in talent management implementation helps to improve employee’s productivity. In line with objective two. Leaders who have adopted the talent management mindset understand that this responsibility cannot be delegated. They consider talent management a critical part of their own jobs.

Apart from improving employee’s productivity, top-management is seen as a leader, heads of departments and supervisors etc. They should not be left out; they are responsible for aligning the capabilities in the organizations to achieve optimum performance. The finding is in-line with what Kagwiria (2013) found in his study, that talent management involves positioning the right people in the right jobs and thus helps to ensure that employees maximize their talents for optimal success of the organization.

Other findings also revealed that the adoption of talent management development programmes and techniques aims at improving employee’s productivity, and a work-based development programme is an effective technique that can help to improve employee’s productivity.

The result of hypothesis three showed that talent development programmes and techniques adopted aims at improving employee’s performance. It also revealed that the most effective technique to be adopted is a work-based method of development. This is because it provides a real life tools required by employees to master the jobs and guidance they need to build networks that will enhance their productivity. This is in line with the views of Burkins and Rock (2012), when they contend that the most effective talent development method is a work-based learning and they also suggested 70% – 20% and 10% as the best techniques for improving employee productivity.

5.2 Conclusion

Talent Management is a real challenge for all organizations that do not only want to survive on the market, but they would rather thrive on today’s highly competitive business environment. As could be seen from the findings above, organization’s talent management has the potency to drive organization’s success. An organization talent injects capabilities that are very difficult for competitors to bench mark and replicate.

The research therefore concluded that a well planned and managed talent helps employees to contribute optimally towards organizational productivity. This could be achieved through proper planning of the processes involved in attracting the right people in the organization, as well as providing adequate pay, incentives and other benefits that could increase the employee’s morale towards improving organizational productivity.

Top management participation in the implementation of talent management helps to improve employee’s productivity. Top management has the capacity to identify the talent gaps, and fill those gaps to improve employee productivity. Encouraging active involvement of the top managements and providing adequate resources that could help in the implementation of talent management development programmes goes a long way to improves employee productivity.

Adoption of talent management development programmes and techniques aims at improving employee’s productivity. An effective development programs includes adopting of a work-based program and a 70%-20%-10% techniques that have the potential to improve employee productivity.

5.3 Recommendations

The public sector should take adequate responsibility and control for their talent management development to ensure a sustainable and innovative service delivery for customer satisfaction and achievement of their organizational goals.

The public sector should encourage active participation of the top management and map out adequate resources which can be used to improve employee productivity. Through top management participation in the implementation of talent management, organization needs to align talent management with their business strategy, human resources strategy and the organizational culture..

Talent management programmes and techniques in the organization should be result oriented and should not be seen as human resources management style. It does not only need the coexistence with other organizational programs and systems but its role is to support and coordinate them.

The Government in the developing countries, especially Nigeria, should take the issue of talent management development very important in their economic policies from time to time.

Adequate resources should be mapped out for the development of talents in organization to ensure that talents in organization, stands the taste of the time in terms of technological advancement, globalization and demographic changes that affects the level of employee productivity.

Finally, the public sector should pay more attention to the education and training of organizational members on the scientific method of managing organizational talents with the aim of replacing the guess work and intuition currently in use.

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