INFLUENCE OF STRATEGIC TALENT MANAGEMENT ON PERFORMANCE OF OUTDOOR ADVERTISING FIRMS IN KENYA
Abstract
Strategic human resource management is crucial to competitive advantage and performance of organisations. In this study, we examine the relationship between talent management, a strategic human resource strategy, and performance of outdoor advertising firms in Kenya. Specifically, we examine the influence of talent management strategies, namely compensation, career management, staff development and performance management strategies on performance. Drawing from resource based view theory, dynamic capability theory, as well as reinforcement theory, a descriptive survey of 117 respondents was conducted using structured questionnaire for data collection. The findings were that while performance management strategy was statistically significant in explaining performance, compensation, career management and staff development strategies were statistically insignificant in explaining performance of outdoor advertising firms in Kenya. Further, the practice of the talent management strategies that were studied was low which may explain their insignificant influence on performance. It was recommended that the outdoor advertising firms improve on their enactment of to the talent management strategies to higher levels to realise a more significant contribution to performance. The study also recommended that implementation of career management strategy includes career counseling, coaching and mentoring, career planning and career development programs to improved performance. It was also recommended that a more effective performance management strategy be implemented in the outdoor advertising firms to improve performance.
Key words: Talent management, organizational performance, outdoor advertising firms, Kenya
Full Text:
PDFReferences
Armstrong, M., & Murlis, H. (2012). Reward management, 4th edition, Kogan page. London
Ashton, C. & Morton, L. (2015). Managing talent for competitive advantage in the service industry, Human Resources Strategic Review, 4(5), 28 – 31.
Balain, S., & Sparrow, P. (2013). Engaged to Perform: A new perspective on employee engagement, Lancaster, Lancaster University Management School.
Barney, J. B. (1997). Differences between entrepreneurs and managers in large organizations: Biases and heuristics in strategic decision-making. Journal of business venturing, 12(1), 9-30.
Bowman, W. C. (2011). Job behavior, performance and effectiveness, Handbook of industrial and organizational psychology, (2), 271 – 326.
Brayan , L. L., Joyce , C. I., & Weiss, L. M. (2016). Making a market in Talent . Te makinsy Quaterly, 98-109.
Buckingham, M., and Vosburgh, R. M. (2010). The 21st century human resources function: It‘s the talent, stupid! Human Resource Planning, 24(4), 17−23
Buhler, P. M. (2012). Managing in the new millennium. Supervision, 69(5), 20.
Chang Boon Lee, P. (2012). Career goals and career management strategy among information technology professionals. Career Development International, 7(1), 6-13.
CIPD (2006) Talent Management: Understanding the Dimensions, London, CIPD.
Deloitte Research. (2005) It’s 2008: Do you know where your talent is? Deloitte Services LP
Economist Intelligence Unit (2006). The CEO's role in talent management: How top executives from ten countries are nurturing the leaders of tomorrow. London, The Economist.
Elegbe, J. A. (2016). Talent management in the developing world: Adopting a global perspective. Routledge.
Gomez-Mejia, L. R., & Welbourne, T. M. (2014). Compensation strategy: An overview and future steps. People and Strategy, 11(3), 173.
Hanif, M. I., & Yunfei, S. (2013). The role of talent management and HR generic strategies for talent retention. African Journal of Business Management, 7(29), 2827.
Henen V. et.al (2010), Human resource management. New York: Pearson Prentice Hall.
Kandula, S. R. (2012). Performance management. Performance management. Strategy.
Khalid, K., Abdullah, H. H., & Kumar M, D. (2012). Get along with quantitative research process. International Journal of Research in Management. 28(1), 235− 372.
Lewa, S. K. (2010). Talent Management and Forecasting in Kenya‟ s Higher Education Sector: The Case of Public Universities. a Journal of KIM School of Management; Transforming Higher Education opportunities and Challenges, 2.
Lewis R.E. & Heckman, R.J, (2016). Talent management a critical review, Human Resources Management review, (16)2: 139-15
Lockwood, N. R. (2006). Talent management: Driver for organizational success. HR magazine, 51(6), 1-11.
Marjani, A. B., & Safaee, N. (2016). Ranking the Driving Affecting Factors on Talent Management. Journal of Administrative Management, Education and Training, 12(3), 300-306.
McDonnell, A., Hickey, C., & Gunnigle, P. (2011). Global talent management: Exploring talent identification in the multinational enterprise. European Journal of International Management, 5(2), 174-193.
Mugenda, O. M. (2009). Research methods: Quantitative and qualitative approaches. African Centre for Technology Studies.
Nana,Y.O.(2013).Talent management :A Buddle of Hurdles ,Public Police and Administration Research Paper. University of Cape Coast Ghana 3(8), 64.
Nyanjom, C. R. (2013). Factors influencing employee retention in the state corporations in Kenya. unpublished thesis Nairobi: University of Nairobi.
Ogula, P. A. (2011). Research methods. Nairobi: CUEA Publications.
Oladapo E. (2014). The Effects of Talent Management on Retention, Published, USA
Poorhosseinzadeh¹, M., & Subramaniam, I. D. (2012). Determinants of successful talent management in MNCs in Malaysia.
Porter, L.W. (2011). Employee–organizations linkages: The psychology of commitment, absenteeism, and turnover, Academic Press, (New York).
Pruis, E. (2011). The five key principles for talent development. Industrial and commercial training, 43(4), 206-216.
Purcell, J. (2008) Strategy and Human Resource Management, second edition, Basingsoke, Palgrave Macmillan.
Ready, D.A. and Conger, J.A. (2007) “Make your company a talent factory”, Harvard Business Review, June, 69-77.
Reilly, (2011). Ambidexterity as a dynamic capability: Resolving the innovator's dilemma. Research in organizational behavior, 28, 185-206.
Robinson. D., Perryman, S., & Hayday, S. (2014). The drivers of employee engagement report. Institute for employment Studies, UK
Sahai, S., & Srivastava, A. K. (2012). Goal/target setting and performance assessment as tool for talent management. Procedia-Social and Behavioral Sciences, 37, 241-246.
Schuler, R. S., Jackson, S. E., & Tarique, I. (2011). Global talent management and global talent challenges: Strategic opportunities for IHRM. Journal of World Business, 46(4), 506-516.
Scullion, H., & Collings, D. (2011). Global talent management. Routledge.
Silzer, R., & Dowell, B. E. (Eds.). (2012). Strategy-driven talent management: A leadership imperative (Vol. 28). John wiley & sons.
Sparks, D., & Loucks-Horsley, S. (2010). Five models of staff development. Journal of staff development, 10(4), 40-57.
Sparrow, P., Hird, M., & Cooper, C. L. (2015). Strategic Talent Management. In Do We Need HR? (pp. 177-212). Palgrave Macmillan UK.
Tanton J (2007). The Strategic Managing of Human Resources. Harlow: FT Prentice Hall.
Teece, D. J., Pisano, G., & Shuen, A. (2012). Dynamic capabilities and strategic management. Strategic Management Journal, 18 (7), 509-533
Vroom, V. H. (2014). Work and motivation. San Francisco, CA: Jossey-Bass
DOI: http://dx.doi.org/10.61426/sjbcm.v4i4.589
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
PAST ISSUES:
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.