How Relevant is Talent Management in South African Local Government Institutions?

Barkhuizen, Nicolene

doi:10.5901/mjss.2014.v5n20p2223

Cited by 17 publications

(24 citation statements)

References 12 publications

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“…In addition the results also showed that large gaps exist between the current applications versus the perceived importance of between Talent Review Process, Retention Practices, Talent Development, and Management Commitment. In line with previous studies this research also confirms that talent management practices remain problematic in government institutions such as higher education (Barkhuizen, 2013;Magolego et al, 2013;Mtila et al, 2013). The results showed a significant positive relationship between some Talent Management and Work engagement dimensions.…”

Section: Discussionsupporting

confidence: 78%

“…The effective talent management of employees has shown to increase their well-being , job satisfaction (Magolego, Barkhuizen & Lesenyeho, 2013), psychological contract (Mtila, Barkhuizen & Mokgele, 2013), organisational energy (Mpofu & Barkhuizen, 2013) and decreased turnover intentions (Barkhuizen & Veldman, 2012;Du Plessis, Stanz & Barkhuizen, 2013). Though several studies among South African government institutions pointed out that talent management practices are generally poorly applied or largely ignored (see Barkhuizen, 2013;Du Plessis et al, 2010;Magolego et al, 2013;Mtila et al, 2013;Mpofu & Barkhuizen, 2013).…”

Section: Talent Management and Work Engagementmentioning

confidence: 99%

“…Respondents are secondly required to indicate the importance of the talent management practices from Not (1) to Crucial (5). This questionnaire has been validated in several South African studies (see Barkhuizen, 2013;Magolego et al, 2013;Mpofu & Barkhuizen, 2013;Mtila et al, 2013).…”

Section: The Human Capital Indexmentioning

confidence: 99%

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Talent Management, Work Engagement and Service Quality Orientation of Support Staff in a Higher Education Institution

Barkhuizen

Mogwere

Schutte

2014

MJSS

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Section: Discussionsupporting

confidence: 78%

Section: Talent Management and Work Engagementmentioning

confidence: 99%

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Talent Management, Work Engagement and Service Quality Orientation of Support Staff in a Higher Education Institution

Barkhuizen

Mogwere

Schutte

2014

MJSS

Self Cite

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“…The findings disclosed that TM practices were not given due attention as seen in previous studies. The study done using exploratory factor analysis provided 66.88% with 95% confidence of variance interval greater than p value (P < 0.05) (Barkhuizen 2014).…”

Section: Findings Of Studies Done In Higher Education Institutionsmentioning

confidence: 95%

Talent Management Practices A Trajectory and Ingenuity in Higher Education Institutions: A Meta-analysis Review of Literature

Miiro

Otham

2018

Springer Proceedings in Complexity

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The purpose of the article is to identify talent management practices in higher educational institutions. Meta-analysis literature review was undertaken in order to evaluate the role of talent management in successful attainment of institutional staff quality performance. Through literature review, it was found out that talent management has its share in modern organisational human resource management practices. The study revealed that human resource undoubtedly is an unpredictable resource with multicoloured responses and attributes towards work; if these attributes are truly discovered, developed and utilised well, then they definitely have an added value on institutional total quality services. The paper also contended that there is a need to investigate its true practice currently embarked on in operations so as to find a suitable theory for the subject and its implication for organisational transformation and excellence.

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“…selection, succession, and performance management. (Wellins et al, 2004)" (p. 199) Chahal & Kumari (2013) "Applied within the public sector, we can refer to talent management as a concept that includes the attraction, training, development and retention of key employees while also taking into account the strategic goals of the client (Lockwood, 2005)" (p. 2223) Barkhuizen (2014) "According to Stockley (2005) talent management is a conscious, purposeful approach undertaken to attract, develop and retain people with the aptitude and abilities to meet current and future organisational needs." (p. 12) Barkhuizen et al (2014) …”

Section: Tm Definition Referencesmentioning

confidence: 99%

Standing on the shoulders of giants? A critical review of empirical talent management research

2016

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Structured AbstractPurpose: The paper aims to frame empirical literature on TM, and to provide a clear and comprehensive picture of the topics under investigation, the conceptualization of TM, and under-explored areas.Design/methodology/approach: We adopted a systematic review that covers empirical research on TM which has been published between 2006 and 2014 in academic peerreviewed journals. A total of 96 articles were included in the review. A bibliometric as well as a content analysis has been carried out. Findings:The results reveal that the Anglo-Saxon context (in particular EU) has a great impact on empirical TM research. Also research foundations and designs are not very rigorous. A slight awareness of context and culture was found. Empirical TM research is predominantly built on an exclusive approach to TM. Yet, how TM works in practice and how well (from the perspective of multiple actors) as well as the role and perceptions of line managers are under-explored areas. Practical implications:The paper gives vision and direction to practitioners in particular on the definition of talent and TM.Originality/value: This study frames the extent and nature of empirical research on TM, and it is the first to specifically and objectively examine the advances made in the field and to identify under-explored areas. By doing so, it helps to avoid departing from presumptions and misguided beliefs, to advance our knowledge of TM issues in organizations and regions, and to better channel future research. IntroductionDespite the global financial crisis talent management (TM) remains a critical agenda item for senior managers (Skuza et al., 2013). Employers recognize that an engaged, skilled and motivated workforce is the key to growth and to achieve competitive advantage. The crisis, however, impels organizations to be more creative and effective in their TM approach. Yet, academic research in the field of TM does not give much support in finding the right TM solutions. In fact, research on TM has been accused of lagging behind in offering organizations vision and direction on the matter (Collings et al., 2011; Al Ariss et al., 2014;Cappelli and Keller, 2014). Despite the increasing scholarly attention for TM during the past ten years (Thunnissen et al., 2013), and especially over the course of the past two years (Gallardo-Gallardo et al., 2015), there still is no consensus over its definition, theoretical backgrounds and scope.Besides that, the field has been criticized for focusing on TM issues in a select category of organizations, i.e. US-based organizations, and multinational (MNC's) and private organizations (Collings et al., 2011;Powell et al., 2013). Several authors call for more research on TM in other contexts and advise to contextualize TM in both theoretical frameworks as well as in research design (e.g., Collings et al. 2011; Meyers and Van Woerkom, 2013;Thunnissen et al., 2013). Also the emphasis on the organizational perspective is mentioned as a limitation (Collings, 2014;Thunnissen et al., 2013).F...

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How Relevant is Talent Management in South African Local Government Institutions?

Cited by 17 publications

References 12 publications

Talent Management, Work Engagement and Service Quality Orientation of Support Staff in a Higher Education Institution

Talent Management, Work Engagement and Service Quality Orientation of Support Staff in a Higher Education Institution

Talent Management Practices A Trajectory and Ingenuity in Higher Education Institutions: A Meta-analysis Review of Literature

Standing on the shoulders of giants? A critical review of empirical talent management research

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