Leadership mindset regarding talent management practices: A case study of the City of Windhoek Council

Shingenge, Selma N.; Saurombe, Musawenkosi D.

doi:10.4102/sajhrm.v20i0.1730

Cited by 8 publications

(16 citation statements)

References 18 publications

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“…The success of the entire talent management process is thus dependent on the leadership mentality and commitment to the talent management philosophy, policy and practice (Du Plessis, Barkhuizen, http://www.sajhrm.co.za Open Access , & Schutte, 2015). Therefore, government leaders should adopt the appropriate talent mindset and create a sound talent management architecture to achieve institutional and organisational outcomes (Shingenge & Saurombe, 2022).…”

Section: Leaders' Talent Mindset Towards Talent Managementmentioning

confidence: 99%

“…Applied within the public sector and local government context, the available research shows that the leadership talent mindset still needs to mature (see Mahfoozi, Salajegheh, Ghorbani, Sheikhi, 2018;Mahlahla, 2018;Shingenge & Saurombe, 2022). Public sector leaders appear to have varying perspectives and comprehension of workplace talent management (Shabane, 2017).…”

Section: Stanzmentioning

confidence: 99%

“…Matobako and Barkhuizen (2017) found that a poor leadership talent mindset enhanced the voluntary turnover intentions of junior correctional officials in the South African public sector. A study by Shingenge and Saurombe (2022) showed that leaders who lacked the mindset and commitment towards talented employees adversely impacted the talent management of local government institutions in the Namibian context.…”

Section: Stanzmentioning

confidence: 99%

“…Moreover, the need exists for more leadership prominence and competence in African enterprises that can drive the sustainable goals and vision for the continent through talent (Cheteni & Shindika, 2017;Lerutla & Steyn, 2021). Shingenge and Saurombe (2022) mentioned that limited empirical information exists on leadership viewpoints and perceptions regarding local government institutions in sub-Saharan Africa. According to Marobela (2020), the general leadership crises in Africa and Botswana limit organisations from achieving their goals and employees from realising their full potential.…”

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confidence: 99%

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Leadership talent mindset as a catalyst for talent management and talent retention: The case of a Botswana local government institution

Barkhuizen

Masale

2022

SA j. hum. resour. manag.

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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.

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Section: Leaders' Talent Mindset Towards Talent Managementmentioning

confidence: 99%

Section: Stanzmentioning

confidence: 99%

Section: Stanzmentioning

confidence: 99%

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confidence: 99%

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Leadership talent mindset as a catalyst for talent management and talent retention: The case of a Botswana local government institution

Barkhuizen

Masale

2022

SA j. hum. resour. manag.

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“…Business purpose is when employees understand their unique contribution and the overall strategic objectives of the organisation ( Agarwal et al, 2021 ). Leaders are vital in providing clear guidelines and expectations in an employment relationship ( Heinzel and Liese, 2021 ; Shingenge and Saurombe, 2022 ). Performance management helps to set the scene for the expectations from the start of the employment relationship ( Sim et al, 2018 ).…”

Section: Discussionmentioning

confidence: 99%

The influence of the psychological contract on employee engagement in a South African bank

2022

Self Cite

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The workplace is characterised by numerous contracts of agreement that an employee and employer must sign to formalise their employment relationship. The informal agreement, known as the psychological contract, is often overlooked, although it is pivotal in determining the engagement of employees in an organisation. This study aimed to probe the perceptions line managers have of the influence of the psychological contract on employee engagement in a South African bank with a particular focus on how the integration of technologies from the Fourth Industrial Revolution may have impacted the workplace in the banking sector. The study was carried out using a qualitative research approach. A purposive random sampling strategy was used to select participants who were interviewed using semi-structured, one-on-one interviews. The data collected were analysed using thematic analysis, and verbatim quotes were used to support emergent themes. The findings of the study revealed that continuous change in the world, exacerbated by the COVID-19 pandemic, influences employee expectations. Thus, organisations must be able to quickly adapt and adjust their talent attraction and retention mechanisms. Talent management, the nature of the business, structure and operations, the nature of the work environment, and emotional needs are the themes that emerged from the study. With the constant change in the world of work, including industry disruptions continually imposed by the 4IR and other factors, employees’ expectations are ever-changing. Thus, organisations must keep adapting to attract and retain talent. This study adds value by addressing various aspects aligned with competitively adjusting to the current and future world of work.

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Talent Management Policy and Meritocracy to Accelerate Bureaucratic Reform of Local Government: Comparative Study of Pontianak and Pekanbaru Cities

Dwiputrianti,

Nugraha,

Wirjatmi T.L.

et al. 2024

KSS

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The Indonesian government prioritizes implementing talent management for bureaucratic reform in civil service (ASN) management. The merit system index measures the implementation of human resource management based on meritocracy values in government agencies with a minimal score of 250. However, data shows that only 12.8%of district and city local government agencies are included in the good and excellent categories, which is still far from the target set. At the end of 2022, based on data from the Indonesian Civil Service Commission (KASN) assessment results, the Pekanbaru City Government (Riau Province) got an outstanding or “Good” category for the merit system index. On the other hand, Pontianak City (West Kalimantan Province) is also in the excellent or “Very Good” category. This study aims to analyze the efforts made by the Pontianak City Government and Pekanbaru City in implementing the ASN management merit system and identify strategies to implement talent management. Studies are based on the results of qualitative research through collection of data and information from various sources, such as interviews, observations, secondary data, and documentation. Purposive sampling is applied with primary data sources obtained directly from the location through documentary evidence, focus group discussion (FGD), and interviews. The results of the study found that the governments of Pontianak City and Pekanbaru City have prepared several policies and initiatives for merit-based ASN management, as well as the implementation of talent management. Political support encourages the implementation of good talent management to be the key to success, because of the understanding of the importance of human resources to improve public services and encourage economic growth and quality of life in Pekanbaru City and Pontianak City. The absence of in-depth studies of talent management applications in city/regency local governments, especially outside Java, can contribute significantly to both the application practice and the science of administration and public policy. Keywords: talent management policy, civil service management, meritocracy, local government, bureaucratic reform

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Leadership mindset regarding talent management practices: A case study of the City of Windhoek Council

Cited by 8 publications

References 18 publications

Leadership talent mindset as a catalyst for talent management and talent retention: The case of a Botswana local government institution

Leadership talent mindset as a catalyst for talent management and talent retention: The case of a Botswana local government institution

The influence of the psychological contract on employee engagement in a South African bank

Talent Management Policy and Meritocracy to Accelerate Bureaucratic Reform of Local Government: Comparative Study of Pontianak and Pekanbaru Cities

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