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EFFECT OF TALENT MANAGEMENT
ON ORGANISATIONAL PERFORMANCE (A CASE STUDY OF NESTLE NIGERIA LIMITED)
ABSTRACT
This study examined the Effect of Talent Management on
Organizational Performance. The study adopted the descriptive survey design.
Sample of (91) respondents were drawn and data were analyzedwith the aid of
sample percentages, frequency table and chi-square statistical. The followings
findings were made; talent management processes enhance the profitability, to
participate in decision making which will bring the profit to the organization,
talent management improves relationship between managers and employees and
organization strategy by using business plan to achieved the goals of
organizational performance. Also, the study recommended that there is the need
to establish objective that prerequisite of any talent management is need to
retraining and retraining of employees management, worker to enable them
acquire talent Management skills that are relevant to their daily routines.
TABLE OF CONTENTS
Pages
Title
i
Certification
ii
Dedication
iii
Acknowledgement
iv
Abstract
v
Table of contents
vi
CHAPTER ONE
1.1 Background to the
study
6
1.2 Statement of the
problem
8
1.3 Objectives of the
study
9
1.4 Research
questions
10
1.5 Research
hypotheses
10
1.6 Significance of
the study
11
1.7 Scope of the
study
12
1.8 Definition of
terms
13
CHAPTER TWO
2.1 Introduction 15
2.2 Definition of
Talent management 16
2.3 The importance of
Talent Management
18
2.4 Effects of
talented management in Organizational
Performance
20
2.5 Talented
Management Process 21
2.6 Basis of Talented
Management
23
2.7 Global trend in
talented management
25
2.8 Challenges of
Talent Management 27
2.9 Organizational
Performance 29
2.10 Career Management
37
2.11 Talent Management and Organizational
Performance
39
2.12 Towards a contingency model 42
CHAPTER THREE
3.1 Research
design
46
3.2 Population
46
3.3 Sample
47
3.4 Sampling
Techniques
48
3.5 Data collection
instrument
48
3.6 Data collection
procedure
49
3.7 Instrument of
Data Analysis 49
CHAPTER FOUR
4.1 Introduction 51
4.2 Personal
information of respondent 52
4.3 Test of
hypothesis
60
CHAPTER FIVE
5.1 Summary of
Findings 68
5.2 Conclusions
70
5.3
Recommendations
71
References
73
Questionnaire
77
CHAPTER ONE
INTRODUCTION
1.1 Background of the
study
The ultimate goal of every business organization is to
increase the sale of goods and service that it deals in and to increase profit
in order to achieve its laid down goals and objectives.
These can be achieved if organizations employ the right
skilled labour on the right job at the right time by managing their talent
(Cappelli, 2009) As noted in (Douglas & Jay 2007) most organization don’t
have the required talent to develop lucrative business opportunity and so they
loss out.
Organization must ensure that employees of choice are endowed
with the skills required for the job; this will help organization perform
effectively and efficiently. Talent management is the capability to create and
continuously optimize the talent resources needed to execute a business
strategy (Talent Management Research, 2009).
Talent Management when implemented effectively result in
great changes in the performance and productivity of organization
(Capelli, 2008), Talent management is simply a matter of
anticipating the need for human capital and then setting out plan to meet
it.(Capelli, 2008); Talent Management concerns the additional management
processes that are made available to employees in the organization who are
considered to be ‘‘talented’’. This means systematically attracting,
identifying, developing, engaging, retaining, and deploying those individuals
with high potentials who are of a particular value to the organization (Blass,
2007)
Talent Management is the main duty of the Human Resource
Manager but over the years senior and line managers now engage in managing
talent.
As noted by (Gunter, 2011) successful companies know that
talent management needs broad ownership.
Talent Management process include recruiting, succession
planning, leadership development and retention of key employees. The importance
of talent management has been increasing rapidly over the few past years.
The roles of talent management on organizational performance
are:
1. Organization
achieve its goals
2. Organization will
meet business demands;
3. Organization have
reliable work force
4. Organizational
performance increases.
Talent Management can be effective globally using six
principles as noted in (Gunter,2011). These six principles make talent
management effective both locally and globally. They include:
(1)Alignment with strategy (2) internal consistency (3)
cultural embeddedness(4) Management involvement (5) balance global and local
needs (6) employer branding through differentiation.
Conclusively, Talent Management has been seen as a tool in
which organization use in developing talent. If an organization effectively
implements talent management process, it will not only develop talents but it
will also increase the performance of the organization, invariably leading to
achievement of the stated objective.
1.2 Statement of
Problems
More sophisticated procurement strategies and technology
productivity strategies are change the way services are won and delivered
within any specific market. The ability of an organization to adapt and manage
quality talent to meet client needs is necessary in order to remain competitive
over the next decade (Khudnick, & Charles, 2013)
Large companies still find it difficult to achieve manpower
planning and succession management. Although management recognizes that talent
is crucial to the success of the organization, adequate measures to protect and
nurture it are yet to be formulated. Other human resources initiatives such as
talent audit schemes, competency analysis, team building activities has to be
implemented or achieved in so doing the organizational performance
increases. This development has to a
large extent retarded the growth and development of the organization concerned.
1.3 Objectives of the
Study
The main objective of this study is to examine the effect of
talent management in organizational performance.
However, other objectives of this research study include:
1. To examine the
effect of talent management on profitability.
2. To examine the
effect of talent management on creativity of an organization.
3. To examine the
effective talent management in an organizational performance.
1.4 Research
Questions
The following are the research questions.
1. Attracting,
retaining and engaging employees of choice affect organizational performance?
2. Organizations make
talent management a strategic priority?
3. Talent management
processes enhancethe profitability?
1.5 Research
Hypotheses
1. Ho There is no
significant relationship between talent management and organizational
performance.
H1 There is a significant relationship between talent
management and organizational performance.
2. H0 There is no
significant relationship between talent management and profitability.
H1 There is a significant relationship between talent
management and profitability.
3. H0 There is no
significant relationship between talent management and performance management.
H1 There is a significant relationship between talent
management and performance management.
1.6 Scope and
limitations of the Study:
This research study spans the activity of organizations in
managing and developing talents. This study specifically examines the
management and development of talents in Nestle Nigeria Plc. and also the
effect of this development on its employee performance. The limitations of this
research study is targeted towards identifying those employee needs such as a
stable reward system, training and development, manpower planning, adequate
employee welfare of Nestle Nigeria Plc.
1.7 Significant of
the Study:
This study examined and highlighted the effect of talent
management on organizational performance. Other useful areas of the study are;
Talent management is a tool to develop talent and increase
organizational performance.
Talent management helps organization achieve its goals, if organizations
develop and manage their talent, they will be able to retain and engage a sold
workforce that will be able to achieve help the organization in achieving its
goals and objectives.
Talent management helps employees develop their talent and
this increase their performance in the place of work. Talent management also
develops skills knowledge talent management also increases adaptability
learning, flexibility, innovation and performance all these will aid increase
in productivity.
Talent management as a tool in every organization helps to
increase performance, productivity of organizations, helps also to achieve
their aims and objectives and as such influencing the nation at large.
Talent management helps nations to be economically balance
and fit because through talent management countries develop their work force in
so doing having a generation of capable and eligible work force.Government
should also provide training facilities to develop talents.
1.8 Definition of
terms
1. Talent Management
This means systematically attracting identifying, developing,
engaging, retaining and deploying those individuals with high potential who are
of particular value to the organization [Blass 2007]
2. Talent
Segmentation
Talent can be segmented either from an exclusive perspective
(focusing practices on a specific group in the organization, such as high
potentials, in the sense of an elite sub-group of future leaders) or an
inclusive perspective [recognizing and focusing practices on the talent of all
employees in the organization] [CIPD 2006].
3. Talent
Strategy
Articulating strategic goals and defining talent needs
[multi-polar world impacts workforce strategy, segmentation]
4. Talent
Resourcing
Discovering and deploying talent [sourcing, recruiting and
work force planning]
5. Performance
and Rewards
Measuring and managing performance, aligning rewards with
results [objectives, assessments, incentives recognition].
6. Learning
and Collaboration
Defining new ways of working and learning in a technology
savvy, geographically dispersed, ever changing world turn over intention
7. Turnover
Intention
Employees experience turn over intentions when they
consciously and deliberately want to leave the organization [Tett&Meyer
1993].
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