Effect of talent development on organizational performance

• Published in: Eureka, Social and Humanities (Online) Social and Humanities (Online), 2024-05 (2), p.25-37
• Main Authors: Nyongesa Wesonga, Justus, Van Der Westhuizen, Johan
• Format: Article
• Language: English
• Subjects: Ability; Colleges & universities; Correlation analysis; Development strategies; Efficacy; Higher education; Organizational effectiveness; Organizational performance; Policy making; Random sampling; Representativeness; Resilience; Statistical analysis; Strategic planning; Talent management
• ISSN: 2504-5563; 2504-5571
• DOI: 10.21303/2504-5571.2024.003374

The proliferation of public universities has intensified competition for talent acquisition, accentuating talent development's significance as a pivotal determinant of organizational efficacy. Concurrently, fiscal constraints, imposed by the Kenyan government, have imposed financial strains on public universities, potentially diverting attention away from talent development imperatives. Against this backdrop, this study aims to scrutinize the influence of talent development initiatives on the performance of Maasai Mara University. A total of 86 respondents were engaged in structured interviews, facilitated by standardized questionnaires to gather data pertinent to the research objectives. Participants were selected to ensure representativeness across various organizational hierarchies and departments using a stratified simple random sampling technique. Descriptive statistical methods, including mean and standard deviation calculations, were employed to summarize the data, while inferential analyses, such as Pearson correlation analysis and multiple linear regression, were conducted to ascertain the relationship between talent development and organizational performance. The findings of the study underscore the salience of talent development endeavors in bolstering organizational performance. Notably, the statistical analysis revealed a statistically significant relationship between talent development and organizational performance, as evidenced by an R2 change of 0.204, signifying that talent development accounted for 20.4 % of the variance in organizational performance. Consequently, the study advocates for implementing robust talent development strategies within public universities, positing them as catalysts for enhancing organizational effectiveness. This study's implications extend beyond academia's confines, offering actionable insights for policymakers and organizational leaders, tasked with charting talent management strategies. By informing policy formulation and strategic planning processes, the findings of this study are poised to contribute to the enhancement of talent management practices within the higher education sector, thereby fostering institutional resilience and efficacy