scholarly journals An audit of employee commitment to enable leaders to manage organisational talent

2014 ◽  
Vol 3 (3) ◽  
pp. 128-133 ◽  
Author(s):  
Ophillia Ledimo ◽  
Nico Martins
Keyword(s):  
South African ◽  
Quantitative Study ◽  
Management Practices ◽  
Business Processes ◽  
Employee Commitment ◽  
Talent Management ◽  
Manufacturing Companies ◽  
Organisational Commitment ◽  
Random Sample Size ◽  
Management Interventions

Leaders in motor manufacturing companies are faced with the challenge of talent attraction, development and retention due to constant changes in manufacturing technology. Yet, these leaders are expected to recruit, train and retain specialist skills due to the highly specialised nature of their manufacturing business processes. Another threat faced by these leaders is the loss of skilled talent to their competitors. These challenges have, therefore, created the need to audit employee commitment in a manufacturing organisation in order to enable leaders to initiate talent management practices. It is against this background that this paper poses the question: What is the nature of organisational commitment of manufacturing employees for leaders to be able to manage talent? This question was addressed through a quantitative study of organisational commitment dimensions. The main objective of this study was to audit the organisational commitment dimensions (as measured by Meyer and Allen’s Organizational Commitment Scale) within a manufacturing organisation. The data was collected using a survey on a random sample size of N=371, all of whom were employees of a South African motor manufacturing organisation. The results of this study indicate that there are significant differences between organisational commitment dimensions namely; affective, normative and continuance commitments. These findings provide valuable information to assist leaders to propose talent management interventions vital for organisational talent attraction, development and retention

scholarly journals Perceptions of sacrifice, workplace friendship and career concerns as explanatory mechanisms of employees’ organisational commitment

2019 ◽  
Vol 17 ◽  
Author(s):  
Melinde Coetzee ◽  
Nadia Ferreira ◽  
Ingrid Potgieter
Keyword(s):  
South African ◽  
Management Practices ◽  
Talent Management ◽  
Work Life ◽  
Career Concerns ◽  
Administrative Staff ◽  
Normative Commitment ◽  
Organisational Commitment ◽  
Staff Members ◽  
Workplace Friendship

Orientation: Employees’ psychological attachment to their organisation remains an important topic of inquiry for organisations concerned about improving their talent management practices for the purpose of retaining valuable human capital.Research purpose: The aim of the study was to explore the constructs of job-embedded sacrifice, workplace friendship and career concerns as potential underlying explanatory mechanisms of employees’ affective, continuance and normative commitment towards the organisation. Organisational attachment theory was utilised as theoretical framework to study the relations among the variables.Motivation for the study: The notion of job-embedded sacrifice, workplace friendship, career concerns as explanatory mechanisms of employees’ affective, continuance and normative commitment in the South African higher education context is under-researched, and especially from the perspective of organisational attachment theory.Research approach/design and method: A non-probability convenience sample (N = 200) of academic and administrative staff members employed in a South African higher educational institution participated in the study. A cross-sectional, quantitative research design approach was followed. Multiple regression analysis was performed.Main findings: Person–job sacrifice positively predicted affective, continuance and normative commitment. Perceptions of friendship opportunity accounted for the variance in affective commitment. High levels of work–life adjustment career concerns accounted for higher levels of affective and normative commitment.Practical/managerial implications: Addressing the underlying psychological needs espoused by employees’ perceptions of person–job sacrifice, friendship opportunity and work–life adjustment concerns are important to consider in human resource talent management practices. The constructs speak to employees’ sense of employment security which influences their organisational commitment.Contribution/value-add: The study extends organisational attachment theory by offering insight into the role of person–job sacrifice, friendship opportunity in the workplace and work–life adjustment concerns in explaining employees’ organisational commitment. The new insights inform human resource retention practices for academic and administrative staff members in the higher education environment.

scholarly journals Exploring the causal relationship between the antecedents and consequences of talent management for early career academics in South African higher education institutions

2018 ◽  
Vol 16 ◽  
Author(s):  
Dorcas L. Lesenyeho ◽  
Nicolene E. Barkhuizen ◽  
Nico E. Schutte
Keyword(s):  
Higher Education ◽  
Causal Relationship ◽  
South African ◽  
Management Practices ◽  
Talent Development ◽  
Talent Management ◽  
Early Career ◽  
Management Support ◽  
Organisational Commitment ◽  
Antecedents And Consequences

Orientation: South African public higher education institutions (HEIs) are facing significant challenges to attract and retain quality early career academics. Therefore, the need exists to explore the potential antecedents and consequences of effective talent management practices for early career academics.Research purpose: The objective of this study was to explore the causal relationship between the antecedents (i.e. talent attraction; management support) and consequences (organisational commitment; intention to quit) for early career academics employed in selected South African public HEIs.Motivation for the study: Research using a holistic approach for the effective talent management of early career academics is lacking.Research approach/design and method: Quantitative data were gathered by administering a Talent Attraction Tool, a Talent Development Measure, a Talent Retention Diagnostic Tool and the Organisational Commitment Measure, using a sample of early career academics in public South African HEIs (N = 117).Main findings: The results showed that management support, talent development, compensation and recognition, and satisfaction with institutional practices significantly enhances the organisational commitment of early career academics and reduces their turnover intentions.Practical/managerial implications: The results highlight the importance of management support in enhancing the effective application of talent management practices among early career academics. Higher education managers are encouraged to implement talent development opportunities and adequate compensation and recognition practices to retain early career academics.Contribution/value-add: The research provides useful information on how talent management practices can be effectively applied to enhance the commitment and retention of early career academics.

scholarly journals Talent management in the South African construction industry

2019 ◽  
Vol 17 ◽  
Author(s):  
Sydwell Shikweni ◽  
Willem Schurink ◽  
Rene Van Wyk
Keyword(s):  
Construction Industry ◽  
South African ◽  
Management Practices ◽  
Talent Management ◽  
Research Approach ◽  
The South ◽  
Business Outcomes ◽  
Global Competitiveness ◽  
Managerial Implications ◽  
Value Add

Orientation: The South African construction industry is constrained by the shortage of a skilled workforce due to global competition and insufficient graduate output. There is a need to evolve attract and retain the most valuable talent.Research purpose: The aim of this study was to investigate talent management in a prominent South African internationally operating construction company. The objective is to develop a framework for enhancement of talent management practices.Motivation for the study: The South African construction industry’s inability to retain talent, hampers global competitiveness and productivity. Talent shortages need to be addressed at a strategic level to remain competitive.Research approach/design and method: A qualitative research approach examined a single South African construction organisation in the Gauteng Province. Grounded theory was used to analyse data generated from interviews, participant observations and company documents.Main findings: Firstly, talent management in the construction industry supposes mutual actions from the organisation and its talented employees. Secondly, internal enablers drive business outcomes by in alignment with a well-crafted strategy. Thirdly, a regulatory framework should acknowledge labour market dynamics and diversity. Fourthly, internal and external enablers should be taken into consideration. Finally, effective implementation of talent management practices yields talent sustainability and competitiveness.Practical/managerial implications: The two conceptual frameworks developed indicate: (1) key factors that play a role in talent management, and (2) the interface between talented employees and the organisation.Contributions/value-add: The findings provide two proposed frameworks that could guide leadership to devise an enabling global competitive talent management environment in the construction industry.

scholarly journals Relationship between organisational commitment and effectiveness of human resource management practices in a South African information technology company

2021 ◽  
Vol 19 ◽  
Author(s):  
Lebogang N. Setsena ◽  
Christian T. Botha ◽  
Leigh-Anne Paul-Dachapalli
Keyword(s):  
Information Technology ◽  
South African ◽  
Human Resource ◽  
Positive Relationship ◽  
Management Practices ◽  
Employee Performance ◽  
Research Approach ◽  
Organisational Commitment ◽  
High Turnover ◽  
Hr Management

Orientation: This article presents the characteristics associated with organisational commitment levels and the perception of the effectiveness of human resource (HR) management practices in a South African information technology (IT) company.Research purpose: The objective of this research was to investigate whether there was a significant positive relationship between organisational commitment levels and the effectiveness of HR management practices amongst employees within the IT company along the lines of age, gender, race, educational level and tenure.Motivation for the study: Companies are becoming increasingly interested in the promotion of commitment amongst employees because of the numerous benefits associated with organisational commitment, such as improved employee performance and reduced employee turnover.Research approach/design and method: A quantitative research approach was used and a structured questionnaire, validated from previous studies, consisting of close-ended questions was used. A convenience sampling was used and a sample size of 309 participants was used to collect necessary data. Data were collected and analysed using the Stata V15 statistical analysis software. The results were interpreted with frequencies and percentages using tables and figures.Main findings: The results indicated that a positive relationship between organisational commitment and HR management practices exist. In terms of variables, demographical groups vary.Practical/managerial implications: Mangers need to understand employees’ perceptions and attitudes towards the HR management practices employed in the organisation to determine whether these particular HR management practices achieve desirable outcomes.Contribution/value-add: This study will contribute to an in-depth understanding of the effectiveness of HR management practices in managing the high turnover in organisations and to improve employee commitment in South African IT companies.

Development of a structured approach to assessing technology management practice

2000 ◽  
Vol 214 (4) ◽  
pp. 313-321 ◽  
Author(s):  
D R Probert ◽  
R Phaal ◽  
C J P Farrukh
Keyword(s):  
Technology Management ◽  
Process Model ◽  
Management Practices ◽  
Business Processes ◽  
Management Practice ◽  
Full Range ◽  
Good Practice ◽  
Assessment Procedure ◽  
Manufacturing Companies ◽  
Operational Activities

The effective application of technology is a key source of competitive advantage for modern industry. However, the integration of technology management systems into established business processes represents a continuing challenge to many firms. This paper describes the development of a practical technique for the assessment of technology management practices. Based on a process model of technology management, it provides a means whereby manufacturing companies can assess the effectiveness of the technology management activities critical to their business, and identify areas for improvement or transfer of good practice. The development of the assessment methodology is discussed in the context of the wider research project of which it is part. Its basis in theory and literature is reviewed, together with the results of its application in a range of manufacturing companies. The main output from the project is a practical management guide [technology management assessment procedure (TMAP)]. The procedure comprises three levels, which span the full range of technology management activities in the firm, linking broad strategic concerns to detailed operational activities in the format of a series of facilitated workshops.

The relationship between talent management, job satisfaction and voluntary turnover intentions of employees in a selected government institution

2021 ◽  
Vol 19 ◽  
Author(s):  
Nicolene E. Barkhuizen ◽  
Bongekile Gumede
Keyword(s):  
Job Satisfaction ◽  
South African ◽  
Management Practices ◽  
Turnover Intentions ◽  
Voluntary Turnover ◽  
Talent Management ◽  
African Government ◽  
Government Institutions ◽  
The Relationship ◽  
Government Institution

Introduction: Talent management plays an essential role in the retention of competent employees in the workplace.Research purpose: The main objective of this research was to determine the relationship between talent management, job satisfaction and voluntary turnover intentions of employees in a selected South African government institution.Motivation for the study: Talent management research within the context of South African government institutions has yet to reach its full potential.Research design, approach, and method: This study followed a quantitative research design. Data was collected from employees at the head office of the selected government institution (N = 208). A Talent management measure, job satisfaction questionnaire and a voluntary turnover intention questionnaire were distributed.Findings: The results showed a weak leadership talent mindset. Talent management practices such as talent development, performance management, talent retention strategies and compensation practices were poorly applied. Almost half of the sample was dissatisfied with their jobs, whilst 68% considered quitting their jobs. Talent management practices were significantly related to job satisfaction and voluntary turnover intentions. Job satisfaction moderated the relationship between talent management and voluntary turnover intentions.Management implications: Government leaders are encouraged to adopt a talent mindset that will instil a talent culture where talented individuals are allowed to add value and contribute to the success of the institution.Value add: This research adds to the limited body of research done on talent management in the public sector context.Conclusions: This research highlights the importance of talent management in contributing to critical individual outcomes required for sustainable government institutions.

Succession Planning 2.0: building bench through better execution

2014 ◽  
Vol 13 (6) ◽  
pp. 233-242 ◽  
Author(s):  
Allan H. Church
Keyword(s):  
Succession Planning ◽  
System Integration ◽  
Personal Experience ◽  
Management Practices ◽  
Business Processes ◽  
Talent Management ◽  
Integrated Model ◽  
The State ◽  
Content Type ◽  
The Future

Purpose – This paper aims to present nine observations about the state of succession planning and talent management (TM) practices today along with recommendations and an integrated model for enhancing the effectiveness of these efforts. Many talent management practitioners today would agree that the succession planning processes in their organizations are limited in their effectiveness. They are often seen as another complex and time-consuming human resource (HR) process, and often paper exercise, to be completed and archived until the following year. This is due to several factors, including a lack of focus on the future capabilities needed; inconsistencies in the implementation of processes designed; limited system integration of talent and succession planning efforts with other key HR and business processes; and lack of accountability for making decisions and ensuring they are fully executed. Given the importance of identifying, developing and preparing leaders for the future success of the business this is quite concerning. What is needed in the field is an upgrade to Succession Planning 2.0. But what does that look like exactly? What can senior practitioners do to transform them to have a significantly greater impact going forward? Design/methodology/approach – The content here is based on inputs from a variety of sources including dialog with more than 50 heads of talent management in major corporations, discussions and reviews at professional conferences, debates with academic scholars and the author’s personal experience with designing and leading major succession planning efforts. Findings – Nine observations about the state of succession planning and talent management practices today are presented. An integrated model of Succesion Planning execution is introduced. Originality/value – This paper represents the authors’ unique synthesis of discussions, informal data and personal experience running succession planning (SP) and TM efforts for over a decade.

Augmenting talent management for sustainable development in Africa

2018 ◽  
Vol 14 (1) ◽  
pp. 41-49 ◽  
Author(s):  
Natasha Katuta Mwila ◽  
Mabel Ironn Sky Turay
Keyword(s):  
Sustainable Development ◽  
South African ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Psychometric Testing ◽  
Talent Management ◽  
Business Growth ◽  
Content Type ◽  
Development Goals ◽  
Medium Enterprises

Purpose With the steady overall development of the continent, the African business landscape over the last decade has witnessed increased growth through numerous avenues. Growth has been through the emergence of formalised small and medium enterprises, the growth of business and transition from one scale to another as well as inward foreign direct investment. The purpose of this paper is to investigate how this business growth can be sustained, particularly in the area of talent management, within the framework of the United Nations Sustainable Development Goals. Design/methodology/approach This paper presents the findings of a narrative inquiry conducted in 2016 on an expert panel of talent managers in businesses based in South Africa. Findings The focus of the inquiry was the challenges in talent currently faced by South African businesses and what possible solutions, that address the question of sustainable development, may lie in talent management practices. The study finds that there may be scope for the augmentation of current practice in psychometric testing which may address a plethora of problems currently defining the talent context in African business. Originality/value The growth of African businesses has presented interesting challenges in managing the African business particularly in the area of human resources and talent management. A persistent notion is the question of sustaining this growth on the continent. As enterprise grows, the need for talent is ever more pressing. This paper seeks to present pathways to sustainability in this regards.

Talented Employees in Russian and Foreign Companies

2013 ◽  
pp. 147-156 ◽  
Author(s):  
M. Latukha ◽  
T. Tsukanova
Keyword(s):  
Management Practices ◽  
Management Practice ◽  
Talent Management ◽  
Foreign Companies ◽  
Study Results ◽  
Practice Development

The study investigates talent management practices in Russian and foreign companies. The inquiry of Russian and foreign companies (working in Russia) showed that perceived and dedicated talent management practices contribute to better companies performance. The study results can be used in talent management practice development.

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