Discerning leadership through engaging and nurturing talent
- Authors: Mahadeo, Judy Telana
- Date: 2012-10-29
- Subjects: Talent management , Performance management , Personnel management
- Type: Mini-Dissertation
- Identifier: uj:10459 , http://hdl.handle.net/10210/7924
- Description: M.Phil. , Orientation People in leadership positions have become perplexed about their role in engaging and nurturing talent despite being in the midst of a war for talent. Leaders have sorely evaded their accountability as talent champions, since they have not embraced the prominence of talent engagement. Conceded as an impediment, empirical evidence suggests that leaders assume a role of bystander looking in on the talent cast without constructing, nurturing or engaging with high performers. Research purpose The study explored the effectiveness of organisational leadership in terms of the extent to which leaders engage and nurture talent in the work environment, as it constucted an understanding of talents‟ experiences and views of how engaging and nurturing leaders are in the banking environment. Motivation for the study Initially the study aroused keen interest as the bank‟s execution of the talent agenda was more academic than practical, and the execution was firmly placed on the shoulders of HR and not on those of leadership. The motivation for the study was therefore to deepen an understanding of engagement, and, specifically, to explore leadership‟s role and effectiveness in influencing talent engagement. Research approach I opted for a qualitative methodological approach, and, more particularly, a modernist qualitative-research application. My ontology was based on talent‟s subjective viii construction of their own social realities, as they shared their views and understanding of the effectiveness of leadership regarding talent management in the Bank. Hence, my epistemology was to explore and describe how talent interpreted their experiences, and how they viewed leadership in the bank. The study was conducted in a local bank within a retail business area; a single case study was therefore opted. Six research participants were selected on the basis of having been identified as talent. I used unstructured interviews and participant observation to gather the data. As already pointed out in exploring and describing the subjective views of talent, I generally used symbolic interactionism to describe talents‟ experiences. Main findings Talented employees had diverse views of how those in leadership positions were engaging them. The findings suggested that engagement is an integrative process, as it comprised of interdependant factors. These were analysed and interpreted through the following themes; assessing talented people‟s motivation and commitment to the organisation, feeling valued and involved, relationships, development, career advancement, reward, and retention and leadership effectiveness. More particularly, these themes presented a reflective account of talents‟ dissatisfaction around leadership‟s effectiveness in managing engagment. This illustrated that talent‟s perceptions were predominantly related to ineffective management, poor communication and poor relationships that were established with direct managers. Talented people had feelings of insufficient career-development opportunities, and of being devalued. Therefore the findings suggested that leadership influenced the talent-engagement experience. One can account that engagement emerged as an integrative systemic process and leadership‟s role in transforming it as a culture becomes eminent.
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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, work engagement and voluntary turnover at a Namibian Financial Institution
- Authors: Barkhuizen, N. , Kasera, J.
- Date: 2022
- Subjects: Financial institution , Institutional performance , Talent management
- Language: English
- Type: Journal article
- Identifier: http://hdl.handle.net/10210/494289 , uj:44836 , Citation: Barkhuizen, N. & Kasera, J. 2021. Talent management, work engagement and voluntary turnover at a Namibian Financial Institution.
- Description: Abstract: ABSTRACT The Namibian financial industry operates in a very competitive and unpredictable environment—one in which employers face limited availability of the specialised employee skills to perform the required operations effectively to achieve strategic objectives. The main objective of this research was to determine the relationship between talent management, work engagement, and voluntary turnover at a Namibian financial institution. A quantitative research approach was followed, with data gathered from employees at the institution (n = 91). Three measuring instruments—a talent management measure, the Utrecht Work Engagement Scale, and a voluntary turnover intention questionnaire—were administered. In general, it appears that participants were deployed in job positions aligned with their career choice, that respondents could associate themselves with the brand of their institution, and received adequate performance feedback. Although the respondents indicated moderate to high levels of work engagement, about half of them considered quitting their jobs. The results also showed that the employees perceived a lack of talent mindset, talent retention strategies, and inadequate compensation from their employer. Talent management, work engagement, and voluntary turnover were significantly related. This research emphasises the importance of adequately assembled talent management practices and strategies to enhance positive individual outcomes.
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