Analysis of talent management practices on Performance of employees in telecommunications Companies in Kenya.

Abstract

The global environment is becoming more interactive and competitive than before, and therefore, the Human Resource department in any organization has to put in place extensive efforts and financial resources to find out several ways to identify employee performance. To minimise employee turnover and enhance their productivity, many organizations have to go a step ahead and make serious efforts to retain the employees by implementing talent management in their human resource strategy. The study aimed to investigate the following: the effect of performance management on workers' performance in Kenyan telecommunications organizations, the effect of rewards and recognition on workers' performance in Kenyan telecommunications organizations; the effect of training and development on workers' performance in Kenyan telecommunications organizations; and the effect of succession planning on workers' performance in Kenyan telecommunications. To clarify practices and offer guidance for future research in the talent management field, this study reviewed the current theoretical viewpoints on talent management. Some of the theories that guided us are: Social capital perspective theory, Egalitarian and Elistic theory, Psychological contract theory. A more productive a goal oriented employee will be seen as an assert by the organisation and the organisation will be more interested to retain such employee but not just anybody, an attractive remuneration makes an employee to be motivated and want to stay in such an organisation, and also their career in the said organization. A target population of 360 employees was considered and the sample employed was stratified random sampling. A sample population from the telecommunications industry management was selected: 10 manager, 20 HR, 15 IT officers, 20 finance, 30 salespersons and marketers and 25 customer care representatives’ totals to a sample population of 120 individuals. A pilot study was carried out in one of Safaricom's customer care office in Kasarani branch to test the validity of research results whereby 20 respondents took part in it but weren’t included in the main research. A descriptive research design was used, and descriptive statistics like regression analysis, correlation were used to analyse the data. The collected data was displayed textually as well as in pie charts and tables and it was noted in terms of gender composition males have dominated the industry with 52% while females are 48% and in term of lengthy of service 45% of employees have worked for 6-10 years, above 10 years with 35% and those below 5years 20% indicating low employee turnover. The study showed a positive effect on the talent management practices had an increase in employee performance; performance management (β=0.18), rewards and recognitions (β=0.20), training and development (β=0.25), succession planning (β=0.12). The results of the study added to the amount of information already available on the effects of talent management practices on worker performance in the telecommunications sector and offer useful advice to other companies operating in Kenya. From the research the results clearly showed there is a positive relationship between talent management practices and employees performance in telecommunication companies in Kenya.