IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TALENT MANAGEMENT IN THE PUBLIC SECTOR

Abstract

Public sector organizations are confronted with the intensifying competition for talent and suffer from a chronic shortage of talented people. Drawing upon Talent Management (TM) literature from around the globe, we critically appraise the transferability of this human resource management strategy to the public sector. While TM has received scholarly attention in the private sector, it remains under-researched in the public sector. This study examine the impact of human resource management practices on talent management in public sector. The research adopt the survey and descriptive research design for the study. The population of the study comprises of 300 staff of selected public service in Nigeria. The instrument of data collection is a well structured questionnaire. The method of data analysis is the percentage, graphical and Chi-square statistics, this data were analysed with the aid of SPSS version 21. This study concludes that the currents in public sector reform and there is need to examines how contemporary HRM articulates to the change agenda pursued in the public sector in terms of talent management.

CHAPTER ONE

INTRODUCTION

Background of the study

Finding talented people is one of the most important managerial preoccupation for this decade (Iles, Chuai, & Preece, 2010; Stahl et al., 2012; Ulrich & Allen, 2014). Also public sector organizations are confronted with the intensifying competition for talent and some even suffer from a chronic shortage of talented people (Glenn, 2012; Macfarlane, Duberley, Fewtrell, & Powell, 2012). However, there is little academic attention for the specific talent management (TM) issues in public sector organizations, how they define talent, and how successful they are in their battle for talent (Gallardo-Gallardo & Thunnissen, 2016; Thunnissen, Boselie, & Fruytier, 2013). The majority of the TM publications focuses on TM in private sector organizations, multinationals, and organizations in the U.S. context (Gallardo-Gallardo & Thunnissen, 2016; Powell et al., 2012; Vaiman & Collings, 2013). In some empirical TM studies, data are collected in both the public and private sectors (e.g., Kim & Scullion, 2011; Sonnenberg, van Zijderveld, & Brinks, 2014), but differences between the sectors are not considered in discussing the data. Just a handful of publications pay explicit attention to TM issues in nonprofit or public organizations, such as health care institutes (e.g., Groves, 2011; Powell et al., 2012), (higher) education institutes (e.g., Davies & Davies, 2010; van den Brink, Fruytier, & Thunnissen, 2013), or local or central government organizations (e.g., Glenn, 2012; Harrisr & Foster, 2010). Despite the increasing attention for TM in the academic literature over the course of the last decade (Gallardo-Gallardo & Thunnissen, 2016), TM in the public sector is an underexplored field of research. Human Resource Management has as its central focus, ‘managing people within the employer employee relationship’ and involves marshalling the productive capacity of an organization’s members (Stone 2015). Stone suggests the domain of HRM covers the ‘acquisition, development, reward and motivation maintenance and departure’ of employees and typical areas of concern include HR planning and capability audits, recruitment and selection of employees, skill, talent development and training, career progression, performance appraisal, formulating employment conditions and compensation and reward. Further, Wright and Ferris (2016) add that HRM is concerned with understanding and interpreting the legal framework and context regulating conditions of employment and employment relations. Human resource management considers people’s dimension in management since every organization constitute people, acquiring their services, fine-tuning their skills, talent motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization are prerequisites to achieving organizational objectives (Chukwuka 2016). Human resource management (HRM) also refers to the design of formal systems in an organization to ensure the effective and efficient use of human talents to accomplish the organizational goals without sacrificing the needs of the organizational human element, (Mathis and Jackson 2017). An efficient and effective management of human resource in an organization solve the problem of employee turnover. Employee turnover is an enemy of productivity and increases cost of running a business. Human Resources (HR) are the most valuable asset of any organization that is why incessant increase in turnover of skillful human resource in an organization will create a gap that will take time to fill at extra cost. Everywhere around the world, the sole reason of an organization being in business is primarily to achieve its pre-determined objectives. This pre-determined objective can only be achieved when the organizational resources like personnel, machinery, raw materials, capital et cetera are well mobilized and managed. The efficient and effective utilization of these resources, make the difference between well managed and poorly managed organizations Chukwuka (2016).

• STATEMENT OF THE PROBLEM

It is a proven fact that human resources undoubtedly control the life and the destiny of any business. This is because no, matter how good an organizational policy, programs, goals, views and objectives are; they will eventually be executed by human beings. To remain in this contemporary world of workplace competition, every organization must be performance and objective driven hence, the need for human resources management. It the duty of the HRM to effectively manage organizational talent without fear or prejudice. It is against this backdrop that the researcher intend to investigate the impact of human resource management on talent management in the Nigeria public sector.

• OBJECTIVE OF THE STUDY

The study has one main objective which is sub-divided into general and specific objectives, the general objective is to examine the impact of human resource management practice on talent management in the public sector; the specific objectives are:

1. To examine the relationship between talent management and human resource management in public sector
2. To examine the impact human resource management on talent management practice in public sector

• To examine the role of talent management on the development of Nigeria public sector

1. To examine the effect of human resource management practice on organizational growth
   • RESEARCH QUESTION

The following research questions where formulated by the researcher to aid the completion of the study;

1. Is there any significant relationship between talent management and human resource management in public sector?
2. Is there any impact human resource management on talent management practice in public sector?

• Does talent management play any role on the development of Nigeria public sector?

1. Is there any effect of human resource management practice on organizational growth?
   • RESEARCH HYPOTHESES

The following research hypotheses were formulated by the researcher to aid the completion of the study;

H₀: There is no significant relationship between talent management and human resource management in public sector

H₁: There is a significant relationship between talent management and human resource management in public sector

H₀: Talent management does not play any role on the development of Nigeria public sector

H₂: Talent management does play a role on the development of Nigeria public sector

• SIGNIFICANCE OF THE STUDY

It is believed that at the completion of the study, the findings will be of great importance to the management of the Nigerian public sector or parastatals as the findings of the study will aid in effective development of talented employee in the Nigerian public sector. The study will also be of importance to researcher who intend to embark on a study in a similar topic as the findings of the study will serve as a reference point to further research. The study will also be of great importance to students, teachers, academia’s, lecturers and the general public as the findings of this study will contribute to knowledge and also contribute to the pool of existing literature on the subject matter.

• SCOPE AND LIMITATION OF THE STUDY

The scope of the study covers the impact of human resource management practice on talent management in the public sector. But in the course of the study, there are some factors that limit the scope of the study;

AVAILABILITY OF RESEARCH MATERIAL: The research material available to the researcher is insufficient, thereby limiting the study

TIME: The time frame allocated to the study does not enhance wider coverage as the researcher has to combine other academic activities and examinations with the study.

FINANCE: The finance available for the research work does not allow for wider coverage as resources are very limited as the researcher has other academic bills to cover.

• OPERATIONAL DEFINITION OF TERMS

Human resource management

Human resource management (HRM) is the practice of recruiting, hiring, deploying and managing an organization’s employees. HRM is often referred to simply as human resources (HR)

Talent management

Talent management refers to the anticipation of required human capital for an organization and the planning to meet those needs

Public sector

The public sector is the part of the economy composed of both public services and public enterprises.

 

1.9 ORGANIZATION OF THE STUDY

This research work is organized in five chapters, for easy understanding, as follows

Chapter one is concern with the introduction, which consist of the (overview, of the study), statement of problem, objectives of the study, research question, significance or the study, research methodology, definition of terms and historical background of the study. Chapter two highlight the theoretical framework on which the study its based, thus the review of related literature. Chapter three deals on the research design and methodology adopted in the study. Chapter four concentrate on the data collection and analysis and presentation of finding.  Chapter five gives summary, conclusion, and recommendations made of the study.

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