Download complete project materials on The Impact Of Talent Management On Productivity Drive In An Organization from chapter one to five
ABSTRACT
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Talent management implies recognizing a person’s inherent skills, trait, personality and offering him a matching job. Every person has a unique talent that suit a particular job profile and any other position will cause discomfort. It is the job of the management, particularly the human resource department to place candidates with prudence and caution.
This study examines the impact of talent management on productivity drive of Peugeot Automobile Nigeria Limited Kaduna. The theoretical basis for the study was obtained through review of relevant literature related to this study. The population of the study was 53 while the sample size was 45.
The instrument used in collecting data is questionnaire, 45 were distributed and all were filled and returned. Simple percentage was used in analyzing the data and chi-square was used in testing the hypothesis. Based on the findings of this study the study therefore concluded that talented employees really serve as a tool for boosting productivity in the organization.
Thus the study recommends that management should always provide employees with good working conditions, management should also give employees the opportunities to develop their talent in the organization.
TABLE OF CONTENT
Title page
Declaration
Approval Page
Dedication
Acknowledgement
Abstract
Table of Content
Chapter one:
Introduction
1.1Â Â Â Â Background of the Study
1.2Â Â Â Â Statement of the Problem
1.3Â Â Â Â Objectives of the study
1.4Â Â Â Â Statement of Hypothesis
1.5Â Â Â Â Significance of the Study
1.6Â Â Â Â Scope of the Study
1.7Â Â Â Â Limitations of the Study
1.8Â Â Â Â Historical Background of the Case Study
1.9Â Â Â Â Definition of Terms
Chapter Two: Literature Review
2.1Â Â Â Â Talent Management
2.2Â Â Â Â Talent Management Definition
2.3Â Â Â Â The Decision Science of Talentship
2.4Â Â Â Â Talent Management Theoretical Framework
2.5Â Â Â Â key Factors in Successful Talent Planning and Development
2.6Â Â Â Â Link Between Talent Management and Performance
Chapter Three: Research Methodology
3.1Â Â Â Â Research Design
3.2Â Â Â Â Research Population
3.3Â Â Â Â Sample Size and Sampling Techniques
3.4Â Â Â Â Methods of Gathering Data
3.5Â Â Â Â Justification for the Method Used
3.6Â Â Â Â Methods of Data Analysis
3.7Â Â Â Â Justification for the Instrument Used
Chapter four:
Data Presentation and Interpretation
4.1 Â Â Â Data Presentation
4.2Â Â Â Â Test of Hypothesis
Chapter Five:
Summary, Conclusions and Recommendations
5.1Â Summary of Findings
5.2Â Conclusion
5.3Â Recommendations
References
Appendix
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
Since McKinsey’s proclamation of the War for Talent in 1998 the specific management of talent has been widely seen as a solution for the HR challenges in today’s labor market Lewis &Heckman, (2006); Ritz &Sinelli, (2010); Schuler, Jackson, &Tarique,(2010). Although a review of the literature shows that talent management is a growing field, the effectiveness of talent management and its added value have still not been accurately stated. Moreover, on the one hand, research dealing.
With talent management strategies and organizational performance is quite lacking, and the question of the right strategy for the right impact on organizational performance has not yet been answered Lawler, (2008). On the other hand, the research is mostly confined to the organizations raising question concerning the extent to which talent management influences organizational performance in other labor market structures or cultures Tarique &Schuler, (2010).
In addition to the fact that there exist various definitions of the terms talent and talent management Ashton &Morton, (2005); Collings &Mellahi, (2009); Lewis &Heckman, (2006), the challenge is to draw causal inferences isolated from other organizational
parameters. Despite the immense toolbox of HR metrics Fitz-Enz, (2009); Huselid, Becker, &Beatty, (2004) it remains particularly challenging to quantify and qualify the impact of talent management practices and improvements.
As a result, most companies continue with subjective estimates when assessing the effectiveness of their HR practices Becker, Huselid, &executives and supervisors in organizations perceive the effectiveness of their talent management practices and what changes they have observed in their company since the implementation of talent management.
1.2 Statement of the Problem
This research work aims at solving the following problems, which include, lack of talent management, succession planning and leadership problems. Over the years, studies have shown that there is need to manage talent in an organization for such organization to grow.
Organizations are going through radical changes which result to downsizing, rightsizing, outsourcing, restructuring and bigger mega mergers which bring rise for organization to manage the human resources so as to be able to know their capacity, thus, train and retrain them based on their talent.
It has also been observed that owning to technological changes, there is need for organization to manage the their professionals to be able to meet up with the organization goals and objectives.You will agree with me that personnel is one of the most difficult element to manage in an organization thus, need to be well monitored so as to know what skills is needed and to go about it which is one of the reasons modern organization gives more attention to the existing talent in their organization and how it can be developed for maximum use.
Leadership has also been a problem in organization today, thus management of organization in solving the problem of leadership identify the need to manage the talent within the organization so that when the need for succession arise, it become so easy for the organization.
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