Effect of Talent Management Practices on Employee Performance in Selected Commercial Banks in Nigeria (Published)
Employee performance, which has become a source of concern for many Nigerian companies, especially in the banking industry influences organizational performance, work quality, and customer satisfaction, since organizational success heavily depends on employee performance. To this end, talent management and job satisfaction have become so pivotal that both success and failure of any organization are attributed to the quality and productivity of the human capital it possesses. Therefore, this study will examine the mediating role of job satisfaction in the relationship between these three talent management practices (recruitment and selection, training and development, and performance management) and commercial banks’ employees’ performance in Nigeria. The study employed the proportionate random sampling method. The study identified thirteen (13) commercial banks in Nigeria that are listed on the Nigerian Stock exchange. PLS-SEM path modelling was employed to analyze the data. Six hypotheses were developed in alternate form and result supported the hypotheses. Statistical evidence shows that there is a significant relationship between recruitment and selection and employee performance. it also shows that there is a significant relationship between, training and development, performance management, and employee performance. Finally, the study found that job satisfaction mediates the relationship between talent management practices and job satisfaction. The study therefore recommends that bank managers should adopt and recommend green recruitment and selection process for their banks’ employee as this will reveal new ways of recruitment and selection pattern that devour of influence and favouritism given to friends and relatives. It also recommends that managers give due consideration to the performance management, training and development, and job satisfaction of employee as this may still generate a positive impact on the organization performance on the long round.
Keywords: Employee Engagement, Job Satisfaction, Performance Management., Recruitment and Selection, Talent management, learning and development
Management Misplacement and Corporate Sustainability Among Selected Manufacturing Firms in Cross River State, Nigeria (Published)
Nigeria’s manufacturing industry has suffered from a lack of sustained business sustainability. The country’s manufacturers have been accused of mismanagement mishap. Therefore, this study explored the phenomenon of management misplacement and corporate sustainability among selected manufacturing firms in Cross River State, Nigerian. Through mixed-methods research design, valuable insights have been gained regarding the causes, effects, and key factors influencing management misplacement and corporate sustainability. The findings reveal that management misplacement occurs due to factors such as ineffective talent management practices, biases in decision-making, and a lack of alignment between individual competencies and managerial roles. It has been observed that management misplacement negatively affects organizational performance, employee morale, productivity, and long-term sustainability. The study recommends that organizations should strengthen talent management practices, foster leadership development, promote a culture of meritocracy and accountability, align organizational goals and individual competencies and continuously monitor and evaluate.
Keywords: Management Misplacement, Talent management, corporate sustainability, employee morale.
A Proposed Model to Measure the Effect of the Quality of Working Life (QWL) on Talent Management in Organizations: an Empirical Study on the Suez Canal Authority (Published)
Nowadays, companies are more complicated with various internal factors affecting the needs of customers and the employees of organizations. To be stronger and more qualified, organizations must focus on the concept of the Quality of Working Life (QWL). One of the major factors that can help organizations to achieve such concept is managing the talents of employees. The primary objective of this study is to ascertain the impact of the Quality of Working life on Talent Management using evidence from the Suez Canal Authority. The population of study consists of 2671 employees of the authority. The data collected from 336 respondents were analyzed using the SPSS software. The results of linear regression analysis revealed that there is a partial positive relationship between QWL and talent management.
Keywords: : Quality of working life, Employee Retention, Talent management, employee’s empowerment, talent enrichment
Talent Management – An Emerging Strategy To Create a Higher Performing Workforce (Review Completed - Accepted)
This paper describes the concept of talent management as an important pillar of the organizational growth in a holistic way .In this competitive era when each and every firm focuses on their human resource as a valuable asset in order to achieve organization’s objectives. They want to get the best talent from the environment through various means and then managing that talent with complete effectiveness and efficiency. This helps them in maintaining a competitive advantage over others. With this ideology the concept of talent management came into picture. This term came was coined by McKinsey & Company in their publication titled “War on Talent”. Talent management refers to the anticipation of required human capital for an organization and planning to meet those needs. It is the science using Strategic Human Resource Management to improve business value and also to make it possible for companies to reach their goals. Talent management strategies focus on five primary areas: attracting, selecting, engaging, developing and retaining employees. It is very substantial to say that a talent management strategy needs to be linked to the business strategy. Through this paper we want to reflect that the approach of talent management is more evolved and advanced aspect of strategic management
Keywords: Business, Human resource, Objectives, Strategy, Talent management