Perceptions regarding the relationship between attraction, retaining, developing and employee performance at an institution of higher learning

Transcription

1 SAIMAS Conference Perceptions regarding the relationship between attraction, retaining, developing and employee performance at an institution of higher learning PRESENTER: SIFISO MYENI 22 OCTOBER 2015

2 INTRODUCTION People are NOT important assets, the RIGHT people are Jim Collins (2001) TM industry concept- little academic foundation Gap in literature- talent management in higher education The perceptions of academics- higher education institution-2013-link-with performance Debate on what constitutes talent & TM

3 BACKGROUND TM roots war for talent article TM increases individual/ organisation productivity Commercialization of the higher education sector Good governance; abundant funding and excellent management of talent makes a good institution Talent from two different traditions

4 OBJECTIVES To measure whether employees perceived attraction results to an increase in perceived employee performance. To measure whether perceived retention of talent results to an increase in employee performance. To measure whether perceived development results to increased employee performance. To measure whether performance management increases employee performance.

5 LITERATURE REVIEW Human Capital Theory No common TM Definition Talent Pools High Performance /High Potential Collection of HR Practices Inclusive or Exclusive approach Factors that influence success of strategy Limited Research This is an international HR strategy to IDENTIFY, DEVELOP, DEPLOY and RETAIN talented and highly potential employees (Creelman, 2004; Ntonga, 2007).

6 LITERATURE REVIEW The Variables Attraction: 1. Internal & External recruitment 2. Discussion of pathways Development: 1. Competencies for business strategy 2. Inclusive or exclusive approach Performance Management: 1. Work, Behaviour & Output 2. Feedback & Dealing with performancee 3. Levels of performance Retention: 1. Maintaining competent & stable workforce 2. Tangible & Intangible activities

7 METHODOLOGY Quantitative research design. Data Collection: Online questionnaires. 4 Themes (A, D, P, R). Population: Sampling strategy: Probability convenience sampling (122 Academics). Data analysis: correlation, t-test & Analysis of variance. Validity & Reliability.

8 PRESENTATION OF RESULTS Attraction 1. Overall mean score of 19.5 and a standard deviation of Indicates a low perception. Development 1. Overall mean score of and a standard deviation of Indicates an above average perception. Performance 1. Overall mean score of and a standard deviation of Indicates a poor perception. Retention 1. Overall mean score of and a standard deviation of Indicates a poor perception.

9 So what?

10 DISCUSSION Development Attraction Talent Management Performance Retention

11 OVERALL RECOMMENDATIONS Accelerated development programmes to staff at senior levels. Research on employees leaving the institution. Training needs analysis required coupled with a training policy. Visibility of leadership. Effectiveness of ITM.

12 CONCLUSION Overall there is a low perception as far as talent management is concerned in the institution. The study has shown a link between TM & performance but may be compromised by non-conducive environment.

13 REFERENCES Armstrong (2006) Garavan et al. (2012) Heinen & O Neill (2004) Lalloo (2003) Lepak and Snell (1999) Robert and Brian (2011) Rothwell (2010) Strydom, Schultz & Bezuidenhout (2014)

14 THE END Ngiyabonga