Influence of Perceived Talent Management Practices on Employee Performance at Information Communication and Technology Authority, Kenya

Abstract

The objective of the study was to establish the influence of percieved talent management practices on employee performance at Information and Communication Technology Authority (ICTA). The study sought to establish the effect of the independent variables which were workforce planning, recruitment and selection, talent training and development, career management, succession management, performance management and talent compensation management on the dependent variable which was employee performance and the key question to be answered was what influence has the perceived talent management practices on employee performance at ICTA?. The review of the literature was guided by the background of the study and was anchored on talent based theory, resource based theory, and social exchange theory. The study was conducted at Information and at Telposta towers along Kenyatta Avenue. The study popluation was all the two hundred and one (201) employees of ICTA. The researcher used the census research design. The primary data was collected through a questionnaire with closed ended questions. The respondents were ICTA employees and the response rate was 77.6% which constututed 156 filled and returned questionnaires. Data was analyzed and interpreted based on descriptive statistics where mean, standard deviation, coefficient of variation and multiple regression analysis was conducted with the aid of Microsoft excel and SPSS. Data was presented in the form of frequency tables, pie charts, bar graphs and percentages. The findings indicated that employee performance correlates positively with, learning and development, performance management, career management, workforce planning, recruitment and talent acquisition, succession management and compensation and rewards. The study established that the relationship between talent management practices and employee performance at ICT Authority in Kenya is significant and positive, an implication that enhancement in talent management practices lead to enhanced employees performance at ICTA and vice versa and that well performng organizations percieve talent management as a strategic priority and long-term investment. Findings of the study indicated that there was an agreement by the respondents that workforce planning is long term focused and is caried out across all the divisions The study further revealed that ICTA has a well documented strategic plan which provides direction and ICTA develops methodologies to locate the best employees for instance having close ties with learning institutions. ICTA follow an existing internal process for succession management. Findings of this study are significant as they should assist policy makers to develop policies that are aligned to best practice in this area. Findings of this study could assist practitioners to identify variables that would lead to sustainable competitive advantage and managers could use this findings to identify competitive drivers that improve on employee performance at ICTA. The study recommended that to enhance performance, it is imperative for ICTA to develop programs that are not only essential but enhances employees’ competitivenes. The study also recommended that programs should be designed by both managers and employees. Future research could be carried out using other variables to determine other factors that deetermine employee performance.