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.
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.
Resultantly, the sector operates far
below expectation with escalating personnel costs, problems of productivity and
redundancy among its workers to the extent that some of the organizations have
been shut down. This adversely affects the performance of public sector
enterprise.
If the public sector organizations
must meet the aforementioned global challenges, the talents that serve within
them must be properly organized and effectively managed for productive and
innovative service delivery. In the light of the above, it has become
absolutely necessary to carry out an investigation into the potency of talent
management in improving employees’ productivity, especially in public sector
organization in Nigeria.
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
1. well planned and managed talents
does not increase employee productivity.
Hypothesis II
2. Top management participation in
talent management implementation does not improve employees’ productivity.
Hypothesis III
3. 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.
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