Orientation: Talented employees are essential for the service performance of local government institutions. Conducive organisational talent cultures can enable talent to deliver value-based services that meet public expectations.Research purpose: To explore the determinants of an organisational talent culture for a Botswanan local government institution.Motivation for the study: Research on organisational talent culture determinants in Botswana local government institutions is lacking.Research design, approach and method: This research adopted a quantitative, cross-sectional research design. A self-developed questionnaire was used to measure the organisational talent culture determinants of a Botswana government institution (N = 405). The data was analysed using SPSS Statistics software. Descriptive statistics, exploratory factor analyses, linear regression analyses and multivariate analysis of variances (MANOVAs) were applied to the data.Main findings: The factor analyses provided support for six organisational talent culture determinants: leadership talent mindset, success orientation and strategic intent, institutional values, dynamic operational capabilities, administrative governance and general people management practices. The results showed a weak application of all the organisational talent culture determinants. Leadership talent mindset was a significant predictor of organisational talent culture determinants. Significant differences exist between selected organisational culture dimensions based on the demographic characteristics of the participants.Practical/managerial implications: The vital role of public sector leadership in enabling a conducive organisational talent culture is emphasised.Contribution/value-add: This research contributed to the limited empirical knowledge on organisational talent culture determinants in public sector institutions.
Orientation: Talented employees play an essential role in the service performance of local government institutions. Unfortunately, talent management remains a neglected practice within the local government, mainly because of the absence of leadership talent mindsets.Research purpose: The main focus of this research study was to determine how leadership talent mindset influences talent management and voluntary turnover intentions of employees in a Botswana local government institution.Motivation for the study: Research on the predictive relationships between leadership talent mindset, talent management and voluntary turnover intentions is yet forthcoming in the Botswana context.Research approach/design and method: The researchers followed a quantitative research approach. Data were collected from a stratified random sample of employees (N = 405) from a Botswana local government institution. A leadership talent mindset scale, talent management measurements and voluntary turnover intentions questionnaire were administered.Main findings: The results showed a weak leadership talent mindset towards talent management. A leadership talent mindset significantly predicted poor talent management practices and voluntary turnover intentions. Talent development moderated the relationship between the leadership talent mindset and voluntary turnover intentions.Practical/managerial implications: Leaders need to adopt the appropriate talent mindsets to implement those talent management practices that will retain key and competent talent in local government institutions.Contribution/value-add: This research study advances empirical knowledge on the importance of leadership in facilitating effective talent management in local government.
Orientation: This rapidly changing world requires local government institutions to focus on positive work-related states to enhance quality service delivery.Research purpose: The main objective of this article was to explore how individual traits and psychological strengths (i.e. adult state hope, meaning in life and work locus of control) moderate or mediate the relationship between job satisfaction and organisational commitment in a Botswana local government institution.Motivation for the study: The emergence of the coronavirus disease 2019 (COVID-19) pandemic forced employers to rely on the foundations of positive organisational psychology to navigate employee well-being more effectively during times of unprecedented crisis.Research approach/design and method: A quantitative research approach was followed. An adapted Minnesota job satisfaction questionnaire, organisational commitment questionnaire, adult state hope scale, meaning in life questionnaire and work locus of control scale were distributed to public sector officials of a Botswana local government institution (N = 405).Main findings: Adult state hope, meaning in life and work locus of control partially mediated the relationship between job satisfaction and organisational commitment.Practical/managerial implications: Management should create a workplace culture that can promote job satisfaction amongst public officials. Job satisfaction influences essential individual and outcomes organisational in public sector institutions.Contribution/value-add: This research is original and provides evidence for the use of positive psychology constructs (i.e. adult state hope, meaning in life and work locus of control) combined with job satisfaction to enhance organisational commitment.
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