Talent management and employee retention in the South African Higher education landscape
DOI:
https://doi.org/10.20525/ijrbs.v13i6.3532Keywords:
Talent, Talent management and Employee retentionAbstract
This study explored talent management and employee retention in South Africa's higher education sector, focusing on Institution X. Post-apartheid, South African higher education has faced numerous challenges, including attracting, managing, and retaining new academics essential for societal transformation. The study aimed to assess the relationship between talent management practices (recruitment, career management, rewards, management style, and talent development) and employee retention in this sector.The study's objectives were to examine the strategic orientation of talent management at Institution X, determine its contribution to employee retention, investigate challenges faced in talent management, and propose strategies to enhance retention. A quantitative research design was used, employing a self-administered structured questionnaire. The sample included 65 academic staff members, such as professors, lecturers, and junior lecturers, with data analyzed using SPSS. Findings indicated that talent management is neither a strategic element nor fully implemented within the higher education sector. This highlights a significant challenge in managing and retaining qualified academics, an issue prevalent since the end of apartheid. The study underscores the importance of understanding and improving talent management strategies to ensure the sustainability and quality of higher education institutions. Recommendations were made for reviewing and enhancing talent management practices for academic staff in the sector.
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