Talent management: the way out of poor task performance

Abstract

Purpose The paper investigates how talent management influences employee performance in the banking industry in Nigeria. Despite various economic policies of the Central Bank of Nigeria aimed at reshaping the banking industry, talent management and development for the digital age is the concern of the most bank. Rapid digital transformation has been affecting the banking industry, which requires the banking industry to rethink a strategic way to achieve inclusive, resilient, and sustainable growth. Design/methodology/approach The questionnaires were used to obtain information from 302 full-time employees of the top five banks in the Nigerian banking industry. The collected data were analyzed using the Partial Least Square-Structural Equation Model (PLS-SEM). Findings This study shows that talent attraction and development significantly and positively influence task performance. In comparison, talent retention was found to have no significant effect on task performance. This study found that work engagement positively mediates talent attraction, development and task performance. Work engagement did not mediate the relationship between talent retention and task performance. Originality/value For the industry to motivate high-performing employees in this digital economy, talent management will need to be carefully designed to create the most enduring competitive advantage. In conclusion, this study will benefit the Nigerian banking industry by apprehending the predictors of task performance so that the prevalence of poor task performance among the employees is well managed.

Factors Influencing the Task Performance

“…According to Jimoh & Kee (2022), attracting talent is essential to building a pool of competent and driven workers for a firm [6].They contend that attracting top talent requires more than just finding people with the necessary abilities; it also entails matching their values and interests with the culture of the company (Jimoh & Kee, 2022) [5].By doing this, companies develop a varied range of perspectives and talents in addition to securing a competent workforce. Because variety creates a dynamic and creative work environment where individuals may contribute their special skills to the organization's success as a whole, it also acts as a catalyst for improved job performance.…”

Digital transformation in banking: The HR perspective on managing change and cultivating digital talent

“…Digital transformation has become a critical aspect of the banking industry, necessitating a strategic approach to achieve sustainable growth (Jimoh & Kee, 2022). This transformation has brought about both opportunities and challenges, emphasizing the growing importance of developing digital competence among talent (Zeng & Li, 2022).…”

Talent management practices and the performance of firms: Evidence from Polish SMEs

“…Dalal and Akdere (2021) claim that TM practices covering acquisition, development engagement, and retention have a significant impact on willingness to stay, job engagement, affective commitment, job satisfaction, and competency. Jimoh and Kee (2022) indicate that talent attraction and talent development have a significant impact on task performance. They did not identify any relationship between talent retention and task performance.…”