Perceived challenges to talent management in the South African public service: An exploratory study of the City of Cape Town municipality

Lesego PeeJay Koketso

45 citations0/0 files storedAFRICAN JOURNAL OF BUSINESS MANAGEMENT

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Human Resource and Talent Management Employee Performance and Management Job Satisfaction and Organizational Behavior

Abstract

Local government municipalities in South Africa are faced with a serious challenge of service delivery. Research continues to point to a plethora of problems in the public service that lead to the failure of municipalities in the country to deliver services to the local population. One of the problems emanating from research is poor talent management strategies that fail to retain key talent in the public service. The aim of the study was to explore perceived challenges to talent management at the City of Cape Town municipality. A qualitative research method was adopted for the study with the semi-structured interview utilised as the data collection tool and conducted on twenty senior managers at the municipality. Data collected was subjected to the content analysis method. Challenges facing talent management at the City of Cape Town municipality included failure to retain key talent, lack of employee recognition, succession planning and management problems, and sluggish career management strategies. These talent management challenges were found to be connected to the dependent variables of the study like pay satisfaction, turnover and intention to turnover theories, organisational commitment, employee engagement and motivation. To overcome these challenges, it was recommended that the City of Cape Town municipality must devise a strategy that will ensure that highly talented employees are retained for the longest time within the employ of the organisation. This, inter alia, included the recommendation that senior managers must ensure that they recognise the individual input and efforts of those they lead. Key words: Talent management, motivation, organisational commitment, employee engagement, pay satisfaction, job satisfaction, turnover, intention to turnover.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 45 citations exist upstream.

References

1980Qualitative research and evaluation methods 2003Research Methods for Business Students 1989The Practice of Social Research 1990The measurement and antecedents of affective, continuance and normative commitment to the organization 1964Work and motivation 2002The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach 1989Designing qualitative research 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.

Cited by

2019The Influence of Talent Management on Performance of Employee in Public Sector Institutions of the UAE 2019Talent management research in Africa: towards multilevel model and research agenda 2013Manager relations, psychological need satisfaction and intention to leave in the agricultural sector 2016Person-environment fit, job satisfaction and intentions to leave: The moderating effect of leader empowering behaviour 2021Retention Approaches of Millennial at Private Sector: Mediating Role of Job Embeddedness

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.