Talent management in the South African construction industry
- Authors: Shikweni, Sydwell , Schurink, Willem , Van Wyk, Rene
- Date: 2019
- Subjects: Talent management , Talent attraction , Talent development
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/397885 , uj:33095 , Citation: Shikweni, S., Schurink W., & Van Wyk, R (2019). Talent management in the South African construction industry. SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 17(0), a1094. https://doi. org/10.4102/
- Description: Abstract: Orientation: The South African construction industry is constrained by the shortage of a skilled workforce due to global competition and insufficient graduate output. There is a need to evolve attract and retain the most valuable talent. Research purpose: The aim of this study was to investigate talent management in a prominent South African internationally operating construction company. The objective is to develop a framework for enhancement of talent management practices. Motivation for the study: The South African construction industry’s inability to retain talent, hampers global competitiveness and productivity. Talent shortages need to be addressed at a strategic level to remain competitive. Research approach/design and method: A qualitative research approach examined a single South African construction organisation in the Gauteng Province. Grounded theory was used to analyse data generated from interviews, participant observations and company documents. Main findings: Firstly, talent management in the construction industry supposes mutual actions from the organisation and its talented employees. Secondly, internal enablers drive business outcomes by in alignment with a well-crafted strategy. Thirdly, a regulatory framework should acknowledge labour market dynamics and diversity. Fourthly, internal and external enablers should be taken into consideration. Finally, effective implementation of talent management practices yields talent sustainability and competitiveness. Practical/managerial implications: The two conceptual frameworks developed indicate: (1) key factors that play a role in talent management, and (2) the interface between talented employees and the organisation. Contributions/value-add: The findings provide two proposed frameworks that could guide leadership to devise an enabling global competitive talent management environment in the construction industry.
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Talent management in the South African construction industry
- Authors: Shikweni, Sydwell
- Date: 2018
- Subjects: Construction industry - South Africa - Management
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/283394 , uj:30560
- Description: Ph.D. (Leadership in Performance and Change) , Abstract: Orientation. Talent management is the cornerstone for sustaining competitive advantage within organisations. In light of the ongoing war on talent, organisations are stepping up their talent management practices to attract and retain the best of the crop. The South African construction industry in particular, is constrained by the shortage of skills, thus making talent management a strategic priority to address these challenges. On the basis of this challenge, this study on talent management was conducted in a local construction organisation. Purpose. Paying attention to talent management in the South African construction industry the study aims to unravel and describe perceptions on the talent management practices of a particular organisation and to offer a substantive theory. Research Questions. Four research questions guided the study: • How did people view and perceive the organisation’s talent management? • What did they perceive as the enablers, initiatives and benefits of the talent management practices and also the barriers to these practices? • What knowledge, policies, capabilities and support mechanisms were in place to support the effective implementation of talent management in the industry? • What talent management insights and experience may be gained from other organisations outside of South Africa? Research Approach, Strategy and Methodology. A qualitative research approach was adopted for the study and a single case strategy was utilised. A South African’s construction and engineering project-based organisation located in the Gauteng Province was selected as research setting. Data were generated from interviews, participant observation and company documents. Grounded theory was used to analyse people’s experiences and views of talent management in the organisation...
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