EFFECT OF TALENT MANAGEMENT ON ORGANISATION PERFORMANCE CASE OF CONSERVATION AGENCIES IN KENYA

NG’ANG’A ANTONY, DR. TARI JUSTUS

Abstract


Talent management has over the recent past been gaining popularity among organization management, shareholders and academicians. This has been attributed to the growing importance of Human Resource giving an organization competitive advantage. The study sought to establish effect of talent management on organization performance in conservation agencies in Kenya. The conservation agencies derive their mandate from various Acts of Parliament example, The Wildlife Conservation and Management Act and The Forest Act 2005 with the mandate to manage the biodiversity of the country by protecting and conserving the flora and fauna through enforcement of related laws and regulations. The study was guided by four specific objectives namely: To determine the effect of recruitment on organizational performance in conservation agencies in Kenya; To establish the effect of selection on organizational performance in conservation agencies in Kenya; To determine the effect of employee development on organizational performance in conservation agencies in Kenya and To determine the effect of reward structure on organization performance in conservation agencies in Kenya. Theoretical and empirical literature was adopted for the study. Descriptive research design was utilized to guide the study. The study sought response from eighteen Human Resource Managers within the agencies. Structured questionnaires were used to collect data from the respondents. Data was analyzed with the aid of Statistical Package for Social Sciences; findings were presented using tables and pie charts. Inferential statistical was used where independent variables were regressed against dependent variables to form a regression equation. From the analysis the study found out that recruitment, selection, employee development and reward structure are statistically significant predictors of performance in conservancy agencies. Under recruitment the study revealed job interview, job advertising, ability test and recruitment agencies were of great importance during recruitment of employees, in relation to selection the study found out that that during selection, employee engagement, staff orientation, environmental fit and experience if well mixed have a positive impact on performance of organizations. The study found out that agencies have policies guiding selection and career experience was a factor in performance. The study found that employee development variable competency assessment, performance agreement, recognition reward and room for individual career development have a positive impact on performance of organizations. The study found that reward structure variable compensation, benefits, recognition and appreciation are significant indicators of reward structure. Management of conservancy agencies should consider incorporating this factors in reward structure of their employees so that organizations are able to retain high quality staff that are the engine of organization performance The study concluded that performance of an organization depends on the talent that the organization attracts, retains and trains for better performance.


Full Text:

PDF

References


Apeyusi, P. (2012). The Impact of Reward Systems on Corporate Performance: A Case Study of Ghana Commercial Bank Limited (Doctoral dissertation, Kwame Nkrumah University of Science and Technology).

Berg, R. T., & Gall, G. A. E. (1989). Reliability and validity assessment (Vol. 17). Sage publications.

Breaugh, J. A. (2013). Relationships between recruiting sources and employee performance, absenteeism, and work attitudes. Academy of Management Journal, 24(1), 142-147.

Cameron, K. S., & Whetten, D. A. (1983). Organizational effectiveness: One model or several. Organizational effectiveness: A comparison of multiple models, 1-24.

Chakravarthy, B. S. (1986). Measuring strategic performance. Strategic management journal, 7(5), 437-458

Cooper, D. R., & Schindler, P. S. (2003). Business research methods.

Coopers and Lybrand, (1990) Tourism Overview, Sheffield Joint Development Initiative. Coopers and Lybrand, London.

Doyle, C. S. (1994). Information literacy in an information society: A concept for the information age. Diane Publishing.

Galbraith, C., & Schendel, D. (1983). An empirical analysis of strategy types.Strategic Management Journal, 4(2), 153-173.

Gliem, R. R., & Gliem, J. A. (2003). Calculating, interpreting, and reporting Cronbach’s alpha reliability coefficient for Likert-type scales. Midwest Research-to-Practice Conference in Adult, Continuing, and Community Education.

Güngör, P. (2011). The relationship between reward management system and employee performance with the mediating role of motivation: A quantitative study on global banks. Procedia-Social and Behavioral Sciences,24, 1510-1520.

Hair, J. F., Sarstedt, M., Ringle, C. M., & Mena, J. A. (2012). An assessment of the use of partial least squares structural equation modeling in marketing research. Journal of the academy of marketing science, 40(3), 414-433.

Hamel, G., Doz, Y. L., & Prahalad, C. K. (1989). Collaborate with your competitors and win. Harvard business review, 67(1), 133-139.

Joppe, M. (2000). The research process.

Kaplan, R. S., & Norton, D. P. (1996). Using the balanced scorecard as a strategic management system.

Kula, E. (2012). Economics of natural resources, the environment and policies. Springer Science & Business Media.

Kusimba, P. M. (2015). Implementation of Strategic Management in Kenyan Pararastatals Sector: Kenya Forest Service (Doctoral dissertation, United States International University-Africa).

KWS publication, (2014). Property rights and biodiversity management in Kenya: The case of land tenure and wildlife (No. 10). ACTS Press, African Centre for Technology Studies.

KWS strategic plan 2008-2012. Published (2008).

KWS strategy 2.0 2012-2017 .Published (2012).

Lancaster, G.2005. Research methods in management. Amsterdam: Elsevier

Maslow, A. (1970), Motivation and personaIity, 2nd edition, Harper & Row, reprinted by permission of Harper Collins Publishers, New York.

Maslow, A. H. (1998), Maslow on Management, John Wiley & Sons, Inc., United States of America.

Maslow, A. H., Stephens, D. C., Heil, G., & Bennis, W. (1998). Maslow on management. New York: John Wiley.

McKinsey & Company, HR Must Define What Talent Management Means if it to have a positive impact on the bottom line, Retrieved April 2 2013 from www.mckinsey.com/client_service/organization/experience/human_capital.com

MENR., (Ministry of Environment and Natural Resources), November, (2014) Rural Resources Montigement, Program for International Development, Clark University, Worcester. Mass and National Environment Secretariat, Nairobi.

Michaels, E., H. Handfield-Jones, and B. Axelrod. (2001). The War for Talent. Boston, MA: Harvard Business Press.

Mitchell, M. & Jolley, J. 1992. Research design explained. 2nd edition. Florida: Harcourt Brace Jovanovich college publishers.

Mugenda, Olive M. and Mugenda Abel G. (2003). Research Methods: Quantitive and qualitative Approaches. Nairobi: ACTS.

Mukwa, S. J. (2014). Recruitment practices and performance of administrative staff at Masinde Muliro University of Science and Technology, Kenya (University of Nairobi, 2014).

Murage, (2005). Survey of relationship between strategic HRM practices and performance of firms quoted in Nrb. Stock exchange. Research technology management. vol.45 no.1 pp 55-60.

Muuo, M. A. (2013). Perceived Relationship Between Employee Development Programmes And Organisational Commitment At Barclays Bank Of Kenya, (Doctoral dissertation, University of Nairobi).

Nash, J. C. (1993). We eat the mines and the mines eat us: Dependency and exploitation in Bolivian tin mines. Columbia University Press.

Njanja, W. L., Maina, R. N., Kibet, L. K., & Njagi, K. (2013). Effect of Reward on Employee Performance: A Case of Kenya Power and Lighting Company Ltd., Nakuru, Kenya. International Journal of Business and Management,8(21), 41.

Njine, G. W. (2006). A survey of employee recruitment and selection Practices among international non-govermental Organizations operating in Kenya, (Doctoral dissertation, University of Nairobi).

Nthiga, R., Mwongela, B., & Zellmer, K. (2011). Conservation through tourism: The conservation enterprise model of the African Wildlife Foundation. New alliances for tourism, conservation and development in Eastern and Southern Africa, 107-126.

Nyangena, K. O. (2008). Privatization of water and sanitation services in Kenya: Challenges and prospects. Africa Development, 33(4).

Office of the President, Executive Order No.2 Published (2008), Government Printers of Kenya

Ong’iyo, F. G. A. (2013). Employee recruitment and retention practices adopted by Barclays Bank of Kenya, (Doctoral dissertation).

Osano, P. M., Said, M. Y., Leeuw, J., Ndiwa, N., Kaelo, D., Schomers, S. & Ogutu, J. O. (2013, November). Why keep lions instead of livestock? Assessing wildlife tourism‐based payment for ecosystem services involving herders in the Maasai Mara, Kenya. In Natural Resources Forum (Vol. 37, No. 4, pp. 242-256).

Pawan S. Budhwar, Jyotsna Bhatnagar (2008). The Challenging face Of People Management in India Working in Asia Routledge: India.

Peter, Christian Albert (23 January 2012). "Kenya Natural Resource Management Project P095050 - Implementation Status Results Report: Sequence 16" (PDF). Washington, DC: World

Phillips, J. & Connell, A.O. 2003. Managing employee retention: a strategic accountability approach. Burlington. Butterworth-Heinemann.

Poisat, P. 2006. A critical analysis of organisational strategies for employee engagement. Unpublished doctotoral thesis, NMMU, Port Elizabeth.

Rimberia, C. K. (2001). "A Survey of the Use of Flexible Human Resource Practices by Manufacturing Firms in Nairobi," Unpublished MBA project university of Nairobi

Roba (2008). "A Survey to Assess the Extent of Adoption of Strategic Human Resource

Robert Kreitner, Carlene M. Cassidy. (2009). Management, 12th ed. New York: Basic books.

Shanghverzy, T. (2003). Market and community as strategies for change. A. Hargeaves, A.

Shume, H. (2013). Diversity Management Practices Adopted By International Non Governmental Organizations In Kenya, (University of Nairobi, 2014).

Sink, D. S., & Tuttle, T. C. (1989). Planning and measurement in your organization of the future. Industrial Engineering And Management.

Spruyt, C. (2011). Changing Concepts of Nature and Conservation Regarding Eastern Mau Forest. A Case Study of the Mariashoni Ogiek(Doctoral dissertation, ugent).

Stewart, J., Knowles, V. (2000), Graduate recruitment and selection practices in small businesses, Career Development International, Vol. 5 No.1, pp.21-38.

Stone, R. (2005). Human resource management. Milton, John Wiley & Sons Australia Ltd.

Swanepoel, B.J., Erasmus, B.J., Van Wyk, M. & Schenk, H. 2003. South African Human Resources Management. 3rd edition. Cape Town: Juta

Troell, J. J., & Oloo, C. O. (2011). Climate change adaptation and water in Kenya: Governing for resilience. Fujikura and Kawanishi, 259-285.

Ulrich (1999) Competitive strategic management. Englewood Cliffs, NJ. Prentice-hall.

Venkatraman, N. U., & Ramanujam, V. (1987). Measurement of business economic performance: An examination of method convergence. Journal of management, 13(1), 109-122.

Venkatraman, N., & Ramanujam, V. (1986). Measurement of business performance in strategy research: A comparison of approaches. Academy of management review, 11(4), 801-814.


Refbacks

  • There are currently no refbacks.