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EFFECT OF TALENT MANAGEMENT
ON EMPLOYEES PRODUCTIVITY A STUDY OF SELECTED FIRMS IN DELTA STATE)
ABSTRACT
The study takes an empirical inquiry to ascertain the Effect
of Talent Management on Employee’s Productivity. The purpose of the study is to
determine whether talent management has the potency to increase employee’s
productivity in the Nigerian public sector especially in Delta State. The
survey design method was used in the course of the study. The population of the
study was 4,730 which comprises of the senior, middle and junior staff from
five selected public sector in Delta State. The sample size was determined at
364, using Taro Yamane’s Statistical technique. Out of 364 questionnaires
administered, 273 questionnaires were returned in good faith. The paper
employed both primary and secondary sources in generating its data and utilizes
tables and simple percentages for data analysis. Three hypotheses were
formulated and the statistical instrument used for testing the hypotheses
was Z - score at 5% level of significance.
Findings indicate that a well planned and managed talents increases
organizational productivity and talent management provides the potentials for
long-term competitive advantage. It also concludes that a well planned and
managed talent helps employees to contribute optimally towards organizational
productivity and top management participation in the implementation of talent
management programs helps to improve employee’s productivity. The study
therefore, recommends that organization should properly plan and manage their
talent programs by providing adequate resources and encouragement of top
management participation to ensure proper implementation of talent management
programs that aims at improving employees’ productivity.
TABLE OF CONTENTS
Title Page ii
Certification
iii
Dedication
iv
Acknowledgement
v
Abstract
vi
Table of content vii
CHAPTER ONE
INTRODUCTION
1.1 Background of the study
1
1.2 Statement of the problem
2
1.3 Objectives of the study
3
1.4 Research questions
4
1.5 Research hypotheses 4
1.6 Scope and limitation of the study
5
1.7 Significance of the study
5
CHAPTER TWO
2.0 Review of related literature
7
2.1 Conceptual review
8
2.2 Talent management 9
2.3 Drivers for talent management
11
2.4 Performance management and appraisal
14
2.5 Talent management and organization performance 16
2.6 Talent management development programme 17
2.7 Talent management and reward management 18
2.8 Factors that affect talent management practice 19
2.9 Talent management strategy and business strategy 21
2.10 Top management involvement
22
2.11 Employee engagement
23
2.12 Theoretical framework
25
2.13 Empirical review
28
CHAPTER THREE
3.0 Research methodology 29
3.1. Research design
29
3.2 Area of study
30
3.3 Population of the study
30
3.4 Sample and sampling techniques
31
3.5 Validity and reliability
31
3.6 Method of data analysis
31
CHAPTER FOUR
4.0 Presentation of data and analysis
32
4.1 Research questions 33
4.2 Testing of hypotheses
38
CHAPTER FIVE
5.0 Summary of findings, conclusion and recommendations
5.1 Discussion of research results
42
5.2 Conclusion
43
5.3 Recommendations 44
References
46
Appendix
51
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Prominent researchers within human resource management and
strategy wrote that “The workforce is the most expensive yet poorly managed
assets in most organizations” (Becker & Beatty, 2009). Although to increase
the effectiveness of a firm, several resources can be used to achieve this,
which include money, men, and machine; of these resources the most important of
them all is the people aspect of the organization. Nowadays, land, capital and
fixed assets are no longer key resources for the organizations to be highly
competitive in the current global economy (Gardener, 2002). Human capital is a
key resource to adapt the organizations to the worldwide competitive
challenges. Organizations are now competing against each other to acquire and
retain talents in order to maintain their operations and continue to grow in
terms of service and profitability. (Gerdner, 2002; Kehinde, 2012).
Besides, the world is suddenly faced with the need to make a
sharp break from old habits to deliberately learn new ways of doing things.
Processes are altered, factory designs are often outdated in less than five
years and paralleling the compression of product and process life circles of
the organizations. As a result, productive and innovative energy is apparent in
every domain of business life. In such a chaotic times and crowded market
places, employee productivity and innovation forms the essence of sustainable
competitive advantage. Successful organizations will be those that hinge on the
ability to attract, develop, retain, motivate, and lead a diverse array of
appropriately skilled people, since the human factor drives everything.
Research has shown that talent management practices with a
strong focus on strategy have a statistically significant impact on the
attractiveness of the company, as well as the achievement of business goals,
customer satisfaction and corporate profit, (Bethke-Langenegger, Mahler, and
Staffel, 2011).
The workforce serving in the Nigerian public service at all
tiers of government is mostly bloated, un-widely and ineffective. The service
which used to be engine room of progressive policy formulation, implementation
and the sole provider of basic social amenities that sustained livelihood and
propelled economic development of the country, has since degenerated into a
creaky apparatus of political patronage that ignores merit and put round pegs
in square holes. (Abdulahi, et al, 2001).
Despite various interventions to revamp the public sector
undertakings, the sector has remained in a tail spin. Confirming this, Ayida
(1997) laments that in spite of several reviews and commissions of
investigation, the public service of today remains a shadow of what it should
be. According to him, some of the lofty ideas of efficiency, professionalism
and accountability have not been achieved. Corroborating on this unfortunate
situation, Adeyemo et al (2008) stress that the superstructure has remained
defective and the several public service review exercises ended up with the
civil service being put in a straight jacket.
1.2 STATEMENT OF THE PROBLEM
The dynamics of the global business environment has become a
challenge to the business organizations, both in the private and in the public
sector enterprise and there is need for flexible, innovative and rational
approach to the management of human capital, so as to achieve maximum
productivity.
The need for business organizations to continually search for
new and better means of achieving competitive advantage requires that the
capacity of every functional areas in the organization to improve
organizational performance becomes under scrutiny. (Kehinde, 2012). Many
organizations today, fails to plan and implement appropriately their talent
management policies, processes and programs and this affected the process of
acquiring, developing and retaining talents that contribute to their
organizational goals.
Again, in some organizations, the top managements are not
actively involved in talent management practices. As a result, they did not
consider talent management as a critical part of their own jobs and they fail
to recognize that better talents, pull all other performance levers (Micheal,
et al 2001), To increase employee’s productivity in the public sector
enterprise, organizational talent management, policies, processes and programs
must be planned, developed and implemented effectively, so that employee’s
productivity would make a substantial impact on the firm’s performance.
The study therefore seeks to examine how talent management
development programs and policies are planned, implemented and managed in Delta
State Public sector and its effect on employee’s productivity.
1.3 OBJECTIVES OF THE STUDY
The main objective of the study is to examine the effect of
talent management in increasing employees’ productivity in Delta State Public
Sector. The specific objectives include to:
1. Determine
whether a well planned and managed talents increases employee productivity.
2. Ascertain
whether top management participation in the implementation of talent management
programs improves employee’s productivity.
3. Determine
whether current talent management programs and techniques adopted aims at
improving employee productivity.
1.4 RESEARCH QUESTIONS
The study undertakes to examine the following research
questions:
1. How does a
well plan and managed talent increase employee productivity?
2. Does top
management participation in talent management implementation improve employees’
productivity?
3. To what
extent do the adopted talent management programs and techniques improve
employee productivity?
1.5 RESEARCH HYPOTHESES
Arising from the background, subsequent objectives of the
study and research questions, the following hypotheses were generated for
testing.
Hypothesis I
1. Well planned and managed talents does not increase
employee productivity.
Hypothesis II
2. Top management participation in talent management
implementation does not improve employees’ productivity.
Hypothesis III
3. Adopted talent management programs and techniques do not
improve employee productivity.
1.6 SCOPE AND LIMITATION OF THE STUDY
The study is particularly based on human resource management
and is limited to (5) five public sector business organization in Delta State
of Nigeria. Namely; Delta State Water Board, State Environmental Protection
Agency, Delta State University, Delta State Broadcasting Services and Delta
State Rural Electrification Board.
1.7 SIGNIFICANCE OF THE STUDY
The study will be of great benefit to both private and the
public sector, as the study will go a long way to expose them on the importance
of talent management in improving their performance and to be able to deliver
their services to customers effectively and efficiently.
The knowledge gained would be of great value to individual
workers, business organizations and the government on how best to manage the
human resources in achieving strategic and competitive advantage, through
proper alignment of talents in organization to achieve effective performance.
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