An integrated talent-management approach for competitive advantage at a selected company
- Authors: Maxongo–Banzana, Ayanda
- Date: 2018
- Subjects: Employees -- Recruiting , Organizational effectiveness Personnel management Career development
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/31995 , vital:31907
- Description: This study aims to explore the concept of talent management that has received attention since a group of McKinsey Consultant coined the phrase “the War for Talent” in 1997. In the 21 century, businesses are continually confronted with pressure of aligning employee talent with broader organizational strategies. This research explores key interventions and activities in order to get a better understanding of best practices and approaches to managing talent. The specific contribution of this treatise is developing a talentship model to enable integrated approach to managing talent in order to achieve competitive advantage at Company X. Through a single case study approach, this study examines the current talent management approach at Company X, and the author develops an Integrated Talent management model, named “The Max- Banz Talentship House Model” to address key challenges confronting the company from a talent management perspective in order to achieve competitive advantage.
- Full Text:
- Date Issued: 2018
- Authors: Maxongo–Banzana, Ayanda
- Date: 2018
- Subjects: Employees -- Recruiting , Organizational effectiveness Personnel management Career development
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/31995 , vital:31907
- Description: This study aims to explore the concept of talent management that has received attention since a group of McKinsey Consultant coined the phrase “the War for Talent” in 1997. In the 21 century, businesses are continually confronted with pressure of aligning employee talent with broader organizational strategies. This research explores key interventions and activities in order to get a better understanding of best practices and approaches to managing talent. The specific contribution of this treatise is developing a talentship model to enable integrated approach to managing talent in order to achieve competitive advantage at Company X. Through a single case study approach, this study examines the current talent management approach at Company X, and the author develops an Integrated Talent management model, named “The Max- Banz Talentship House Model” to address key challenges confronting the company from a talent management perspective in order to achieve competitive advantage.
- Full Text:
- Date Issued: 2018
Assessing the personal development of employees in a municipal environment
- Authors: Ntile, Zukiswa
- Date: 2014
- Subjects: Performance standards , Employee retention , Employees -- Recruiting , Employees -- Training of
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8875 , http://hdl.handle.net/10948/d1020420
- Description: Skills transfer to Municipal employees is lacking due to management delays in acknowledging and understanding its importance to the affected employees. These result in poor work performance and services delivery to the communities. In the research design the Job Performance in any organisation is expected to be releasing good results or outcomes. Employees expect to be recognised in their work they perform. The employers’ responsibility is to ensure that the employee’s interests are taken care of reasonably. Scarce skill is a very important aspect in the career of specialised skilled employees and expectations are very high in this kind of environment. Globally the scarce skill is one of the aspects that is encouraged that organisations should take cognisance of. When staff is recruited and works for the Municipality it is vital that they are retained and capacitated through trainings. The employees that have worked for the Municipality a longer period should or must at least transfer those skills for the preparation of the succession planning and continuity in the organisation. The data was collected in a form of a questionnaire where respondents indicated their responses based on the questions formulated to measure their job performance, scarce skills, retention of staff, recruitment and selection, on-the-job training for skills transfer and training in relevant field. The data collected was analysed and presented in the form of tables and percentages. The study has revealed that the clear strategies recommended are essential in the personal development of employees through training, recognition inthe institution by way of remuneration or awards and ensuring to retain staff for a longer period for succession planning in a municipal environment.
- Full Text:
- Date Issued: 2014
- Authors: Ntile, Zukiswa
- Date: 2014
- Subjects: Performance standards , Employee retention , Employees -- Recruiting , Employees -- Training of
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8875 , http://hdl.handle.net/10948/d1020420
- Description: Skills transfer to Municipal employees is lacking due to management delays in acknowledging and understanding its importance to the affected employees. These result in poor work performance and services delivery to the communities. In the research design the Job Performance in any organisation is expected to be releasing good results or outcomes. Employees expect to be recognised in their work they perform. The employers’ responsibility is to ensure that the employee’s interests are taken care of reasonably. Scarce skill is a very important aspect in the career of specialised skilled employees and expectations are very high in this kind of environment. Globally the scarce skill is one of the aspects that is encouraged that organisations should take cognisance of. When staff is recruited and works for the Municipality it is vital that they are retained and capacitated through trainings. The employees that have worked for the Municipality a longer period should or must at least transfer those skills for the preparation of the succession planning and continuity in the organisation. The data was collected in a form of a questionnaire where respondents indicated their responses based on the questions formulated to measure their job performance, scarce skills, retention of staff, recruitment and selection, on-the-job training for skills transfer and training in relevant field. The data collected was analysed and presented in the form of tables and percentages. The study has revealed that the clear strategies recommended are essential in the personal development of employees through training, recognition inthe institution by way of remuneration or awards and ensuring to retain staff for a longer period for succession planning in a municipal environment.
- Full Text:
- Date Issued: 2014
The influence of talent management on strategy
- Authors: Piti, Mfundo
- Date: 2010
- Subjects: Personnel management , Ability , Organizational effectiveness , Employees -- Recruiting
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8623 , http://hdl.handle.net/10948/1501 , Personnel management , Ability , Organizational effectiveness , Employees -- Recruiting
- Description: Research indicates that effective talent management is essential in achieving organisational excellence and is a driving force for business success. This study focused on investigating VWSA Group Service division’s employee talent management process as seen or perceived by employees. The employee attitude and understanding of the 2010 strategy was also evaluated. In achieving this objective a literature review on talent management was conducted and questions formulated which formed part of the survey. The questionnaire was self-administered and sent to the stratified random sample of individuals who were eligible for survey. The main findings of this research are that the 2010 strategy was well received by the employees and that seventy seven percent of the respondents who took part in the study do understand the 2010 strategy and what it is all about. The study also highlighted that employees believe Project 1 in the 2010 strategy will be achieved. Employees were uncertain that compensation and leadership style are variables that influence or promote talent management. From the literature review it is explained that in order for talent management to be effective it must be aligned to organisational strategy. Various recommendations were made, for example conducting of skills gap analysis with a view to identify skills employees need to possess in order to meet the objectives of the 2010 strategy. Another recommendation was the formation of talent pools from which to recruit high talented staff and whose skills will be required to meet the objectives of the organisational strategy. A final point emanating from the study, is that when it comes to talent management and achieving organisational strategy it is not business as usual. Companies need to be aware of brand profiles most desired by highly talented individuals; they also need to be aware of various recruiting strategies as well as acknowledge that different employees are at different levels of the motivational hierarchy.
- Full Text:
- Date Issued: 2010
- Authors: Piti, Mfundo
- Date: 2010
- Subjects: Personnel management , Ability , Organizational effectiveness , Employees -- Recruiting
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8623 , http://hdl.handle.net/10948/1501 , Personnel management , Ability , Organizational effectiveness , Employees -- Recruiting
- Description: Research indicates that effective talent management is essential in achieving organisational excellence and is a driving force for business success. This study focused on investigating VWSA Group Service division’s employee talent management process as seen or perceived by employees. The employee attitude and understanding of the 2010 strategy was also evaluated. In achieving this objective a literature review on talent management was conducted and questions formulated which formed part of the survey. The questionnaire was self-administered and sent to the stratified random sample of individuals who were eligible for survey. The main findings of this research are that the 2010 strategy was well received by the employees and that seventy seven percent of the respondents who took part in the study do understand the 2010 strategy and what it is all about. The study also highlighted that employees believe Project 1 in the 2010 strategy will be achieved. Employees were uncertain that compensation and leadership style are variables that influence or promote talent management. From the literature review it is explained that in order for talent management to be effective it must be aligned to organisational strategy. Various recommendations were made, for example conducting of skills gap analysis with a view to identify skills employees need to possess in order to meet the objectives of the 2010 strategy. Another recommendation was the formation of talent pools from which to recruit high talented staff and whose skills will be required to meet the objectives of the organisational strategy. A final point emanating from the study, is that when it comes to talent management and achieving organisational strategy it is not business as usual. Companies need to be aware of brand profiles most desired by highly talented individuals; they also need to be aware of various recruiting strategies as well as acknowledge that different employees are at different levels of the motivational hierarchy.
- Full Text:
- Date Issued: 2010
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