INFLUENCE OF TALENT MANAGEMENT ON EMPLOYEE PERFORMANCE AT THE UNITED NATIONS: A CASE OF WORLD FOOD PROGRAMME
Abstract
In today’s competitive labor market, a key concern of organizations is the need to achieve high levels of performance through people. Hence, talent management is fast gaining a top priority for organizations across the world. To attract and retain the best talent anywhere in the world, an organization must have a strong and positive employer brand. Talented individuals drive companies forward through their outstanding competence and ability. World Food Programme operations rely on their employees’ ability to effectively respond when emergencies and crisis occurs. The main objective of this study was to evaluate the influence of talent management on World Food Programme (WFP) performance. Specifically, this study sought to establish the influence of talent acquisition on the performance of World Food Programme and to assess the influence of training and development of talented employees on the performance of World Food Programme in Kenya. This study adopted a descriptive survey research design. The study had a population was 216 employees at WFP in Nairobi who have supervisory responsibilities. Primary data was collected using a questionnaire with closed ended and open ended questions administered to the employees. The Statistical Package for Social Sciences (SPSS) version 22 was used to analyze data for descriptive data (frequencies, percentages, and mean), and inferential data (correlation, and regression). Data was presented using tables and figures. The major findings of the study have revealed the existence of positive and significant relationship between recruitment and deployment and training and development of talent and performance of World Food Programme. The study concluded that the relationship between recruitment and deployment, training and development of talent and employee performance was statistically significant. The study has recommended that World Food Programme should put mechanisms in place to enhance internal recruitment of talent, development of current talent training manuals, and conducting of talent surveys to ensure internal talent structures are relevant.
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DOI: http://dx.doi.org/10.61426/sjbcm.v4i2.421
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