Talent Management and Public Sector Performance: An Assessment of Lagos State Ministry of Education, Nigeria

Fatile Jacob Olufemi, Salami I. Afegbua and Emma Etim
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Fatile Jacob Olufemi: Department of Public Governance, School of Management, IT and Governance, University of Kwazulu-Natal, Durban, South Africa
Salami I. Afegbua: Department of Public Administration, Faculty of Management Sciences, Lagos State University, Lagos, Nigeria
Emma Etim: Department of Public Administration, Faculty of Management Sciences, Lagos State University, Lagos, Nigeria

The Journal of Social Sciences Research, 2020, vol. 6, issue 9, 845-855

Abstract: Nurturing talented workforce is becoming of increasing importance to both public and private sector organizations, as it is easier for an organization with a talented and well-managed workforce to achieve its short and long term aims and objectives than an organization without it. The thrust of this study is to examine the effects of talent management on performance in the public sector, using the resource-based theory (RBT) that clearly states how a valuable, non-substitutable, rare and difficult to imitate employee adds to the competitive advantage of an organization. This kind of employee helps position the organization for short and long-term successes. The survey design was used and data were analyzed using both descriptive and inferential statistics. The stated hypotheses were tested using Pearson Moment Correlation Coefficient. Findings revealed that adequate talent management strategy is needed to enhance performance in public sector organizations as it will help in the maintenance of core competencies, employees’ retention, commitment, increase productivity, as well as lower recruitment costs. The study concludes that no matter the quality and quantity of resources spent on skills sharpening, career support, innovation, training, etc. if adequate strategies are not developed to manage talents within an organization, more resources will be spent on talent acquisition regularly without corresponding results. The study recommends that the process of having a talented workforce should begin from the acquisition (hiring) stage and should flow through the compensation and retention stages. Thus, public organizations should, at all times, identify areas that talent replacements are needed at present, as well as develop the skills and competencies of the employees to take up leadership roles in the future or when the need arises. With this, the organization will have suitable hands to fill in top managerial positions when a senior staff retires, dies, or whenever the need arises.

Keywords: Performance; Performance management; Talent acquisition; Talent development; Workforce planning. (search for similar items in EconPapers)
Date: 2020
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