Extent to which effective Talent Management impacts Organizational Competitiveness a case of an agribusiness organization hereafter referred to as company X

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dc.contributor.author Gathiga, Diana
dc.date.accessioned 2015-05-05T10:07:05Z
dc.date.available 2015-05-05T10:07:05Z
dc.date.issued 2014-08-30
dc.identifier.uri http://erepo.usiu.ac.ke/11732/60
dc.description A Project Report Submitted to the Chandaria School of Business in Partial Fulfilment of the Requirement for the Degree of Masters in Business Administration (MBA) en_US
dc.description.abstract The general objective of this study was to analyze the extent to which effective talent management impacts organizational competitiveness. This study was guided by the following three specific objectives: (i) To determine the extent to which selection and recruitment process impacts talent management for organizational competitiveness (ii), To determine the extent to which reward system and recognition impacts talent management for organizational competitiveness, and (iii) To determine the extent to which human capital development impacts talent management for organizational competitiveness. The research design was descriptive in nature focusing on an international agribusiness company hereafter referred to as Company X. Stratified sampling technique was used to select the sample in which thirty (30) respondents from a population of eighty five (85) staff working at the Nairobi Office were chosen. The staff included both Management and non-management categorized into three levels; managers, middle level and juniors. Information was collected using a questionnaire developed by the researcher and administered through the drop-and-pick method. Data was analyzed using SPSS and results presented in tables and bar graphs. The study had the following major findings: first on selection and recruitment, the study revealed that most of the employees felt that, the manner in which it was done was free and fair and that they were given an opportunity to apply for vacancies when they fell vacant. However, although majority of them reported that promotions to supervisory positions were fair and also results oriented, a small number did not totally agree. Majority of the employees agreed that their jobs were secure based on performance. On reward and recognition, a significant number, though not in the majority, felt that the benefit package that they received was not equitable. Employees expressed that the working conditions were good, and the organization was concerned with their long-term welfare. Majority further expressed that creative thinking and innovation were encouraged. Finally, on human capital development, the majority of the employees expressed that the level of training and development was good, they were rewarded for learning, provided for career growth, and they were happy with their career advancement prospects. Most of them agreed that they were adequately motivated and thus their overall job satisfaction was good. Employees overwhelmingly indicated that the level of team work in the organization was very good. However, a significant number of them expressed that mistakes were not discussed openly to enhance learning and also, they were not rewarded when they took initiative to learn. This study recommends the following; first Company X should design and implement recruitment, selection, retention and workforce planning strategies which support the goal of achieving organizational competiveness by employing high quality staff capable of contributing to organization’s growth, reputation and effectiveness. The HR should carry out regular staff surveys and act on the results; support development and embedding of an integrated approach to performance management starting with a review of recruitment and selection. Secondly, Company X should conduct a survey to identify point of inequality in the salaries and benefits package, which would give the management a clear picture of what is considered fair and equitable by the employees so that the management could pay attention to the disparities. Further, managers should develop a streamlined and modernized suite of reward and employment strategies and polices linked to the achievement of corporate objectives, which recognize staff performance and contribution to promote equity, engage and motivate staff, and provide a fair and coherent framework across the organization based on market rates, equal pay and good practice. Thirdly, Company X must offer a wide range of development provision, enabling employees to gain the skills, competencies and experience necessary to contribute to the attainment of individual, team and organizational goals and expectations. Further, they should implement a performance management system which goes beyond the annual appraisal ratings and interviews and incorporates employee goal setting, coaching, rewards, and individual development. It should be an ongoing process, rather than primarily emphasizing an annual performance. Finally, further research should be done on the impact of talent management on not-for-profit and social entrepreneur organizations. en_US
dc.publisher United States International University - Africa en_US
dc.subject Talent Management en_US
dc.subject Organizational Competitiveness en_US
dc.title Extent to which effective Talent Management impacts Organizational Competitiveness a case of an agribusiness organization hereafter referred to as company X en_US
dc.type Thesis en_US

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