Talent Management: The Game Changer for Work Engagement of Non-Teaching Workforce at Kyambogo University, Uganda

Abstract

The challenge in public universities in Uganda is that university non-teaching staff are disengaged and take their jobs for granted, hence never make an effort to serve to the satisfaction of students and other stakeholders. This study examined whether talent management strategies employed by the universities were a game changer for work engagement of the non-teaching workforce in public universities. Specifically, the study tested whether talent management in terms of talent attraction, talent development and talent retention had a relationship with work engagement of the non-teaching workforce in public universities. The study employed a correlational research design on a sample of 201 non-teaching staff. Data was collected using a questionnaire survey. The findings revealed that talent attraction and talent development had a positive significant relationship with work engagement of the non-teaching workforce. However, talent attraction had a negative and insignificant relationship with work engagement of the non-teaching workforce. It was concluded that talent attraction strategies in terms of selective recruitment and selection, and talent development in the form of performance appraisal, training and promotion are game changers for work engagement of the non-teaching staff. However, weak retention strategies hamper employee engagement. The study recommends that managers of universities should implement game-changing talent attraction strategies and talent development practices to enhance work engagement of the non-teaching workforce. It is also recommended that university managers should strengthen talent retention strategies to promote work engagement of the non-teaching workforce.

Leadership Behaviours and Organisational Commitment Mediated by Job Satisfaction of Academic Staff at Kyambogo University

“…At Kyambogo University, middle-level academic leadership also exhibits a lack of leadership competence by failing to effectively supervise those under them (Kasule, 2020). According to Mugizi et al (2022), Kyambogo University experienced maladministration, decadence in governance, a lack of ethics, and incompetence among leaders. The contextual circumstances above indicate that academic staff organisational commitment was low, as well as job satisfaction.…”

Effectiveness of Job Responsibility Initiatives for Satisfaction on Commitment of Non-Academic Staff In Universities in Kenya: A Case of University of Eldoret

“…These challenges range from inadequate resources, limited professional development opportunities, bureaucratic hurdles, and sometimes insufficient recognition for their contributions (Nakimuli, 2023;Najjum, Gallagher & Nambi, 2022). Despite these critical roles, non-teaching staffs face challenges that make them non commital to their tasks (Mugizi, et al 2022). Before Kenya gained independence in 1963, there were only a few educational institutions, primarily missionary schools, which laid the foundation for higher education in the country.…”

Leadership Behaviours and Job Satisfaction of Academic Staff of Kyambogo University, Uganda

“…In a study done at KYU, Namubiru et al (2017) indicated that the problems of KYU staff were a result of poor leadership because of the lack of a shared vision between staff and the leaders of the university. According to Mugizi et al (2022), the university suffered maladministration, decadence in governance, and unethical and negligent behaviours. Thus, this study was attracted to how the leadership behaviours of the university leaders influenced the job satisfaction of academic staff at Kyambogo University.…”