Analysis of Talent Management Practices and Employee Engagement Among Commercial Banks in Nairobi County, Kenya
Keywords:
Talent Management Practices; Employee Engagement; Commercial Banks
Abstract
In the modern world, candid discussions have been ongoing as regards to the management of employees. In line with this, talent management practices are an imperative factors in driving forward the organization as well as influence employee engagement. Consequently, the study’s main objective was directed at examination of the relationship between talent management and employee engagement of commercial banks in Kenya’s Nairobi County. Hertzberg theory form the basis of conceptualization of the study variables. Bothe positivist and descriptive research design steered the study. Structured questionnaires were self-administered to a sample size of 354 respondents derived from 3,098 targeted population. In regards to data analysis, factor and regression analysis were conducted. The coefficient for the outcome was positive (β=.541) and significant at 5 percent level (p<.05). This means that talent management practices influenced employee engagement. The study concluded that commercials banks need to prudently ponder which talent management practices to put emphasis on in order to rally employee engagement. From the findings, it is recommended that commercial banks could highlight on developing talent, create a positive work environment, alignment of employees' skills and capabilities with their roles and responsibilities and use of data-driven approaches for effective talent management practices, employee engagement and identification of areas for improvement. Future comparative studies could be conducted over and above incorporating of other measurement items, key variables given that the study assessed the direct effects.
References
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Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi‐sample study. ournal of Organizational Behavior: The International Journal of Industrial, Occupational Organizational Psychology Behavior, 25(3), 293-315.
Shrotryia, V. K., & Dhanda, U. (2020). Development of employee engagement measure: experiences from best companies to work for in India. Measuring Business Excellence, 24(3), 319-343.
Siedlecki, S. L. (2020). Understanding descriptive research designs and methods. Clinical Nurse Specialist, 34(1), 8-12.
Sopiah, S., Kurniawan, D. T., Elfia, N., & Narmaditya, B. S. (2020). Does talent management affect employee performance?: The moderating role of work engagement. The Journal of Asian Finance, Economics Business, 7(7), 335-341.
Thakur, M. (2015). Impact of Talent Management Practices on Employee Engagement and Employee Retention-A Study at Bokaro Steel Plant.
Thiriku, M., & Were, S. (2016). Effect of talent management strategies on employee retention among private firms in Kenya: A case of Data Centre Ltd–Kenya.
International Academic Journal of Human Resource Business Administration, 2(2), 145-157.
Truss, C., Delbridge, R., Alfes, K., Shantz, A., & Soane, E. (2013). Employee engagement in theory and practice: Routledge London.
Ursachi, G., Horodnic, I. A., & Zait, A. (2015). How reliable are measurement scales? External factors with indirect influence on reliability estimators. Procedia Economics Finance, 20, 679-686.
Waithiegeni Kibui, A. (2015). Effect of talent management on employees retention in Kenya’s state corporations.
Wang, C.-C., Hsieh, H.-H., & Wang, Y.-D. J. P. R. (2020). Abusive supervision and employee engagement and satisfaction: the mediating role of employee silence.
Whysall, Z., Owtram, M., & Brittain, S. (2019). The new talent management challenges of Industry 4.0. Journal of Management Development.
Wicaksana, S., & Mangundjaya, W. L. (2021). The linkage of Leadership, Psychological Empowerment, and Employee Engagement with Affective Commitment to Change: A study at public/state-owned organization. JHCM, 5(2), 71-81.
Yap, Y. Y. (2016). Relationship between employees engagement, career development, organisational culture, psychological ownership and staff’s talent management in service industry. UTAR,
Yeswa, L. S., & Ombui, K. (2019). Influence of talent management strategies on employee retention in hotel industry in Kenya. International Academic Journal of Human Resource Business Administration, 3(7), 83-103.
Alias, N. E., Nor, N. M., & Hassan, R. (2016). The relationships between talent management practices, employee engagement, and employee retention in the information and technology (IT) organizations in Selangor. Paper presented at the Proceedings of the 1st AAGBS International Conference on Business Management 2014 (AiCoBM 2014).
Amstrong, M. (2008). Strategic human resource management: A guide to action. London, GBR: Kogan Page Ltd, 248.
Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity Performance Management, 63, 308-323.
Bakker, A. B., Schaufeli, W. B., Leiter, M. P., & Taris, T. W. (2008). Work engagement: An emerging concept in occupational health psychology. Work stress, 22(3), 187-200.
Central Bank of Kenya (2020). Bank Supervision Annual Report. Accessed from http://www.centralbank.go.ke.
Central Bank of Kenya (2021). Bank Supervision Annual Report. Accessed from http://www.centralbank.go.ke.
Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human resource management review, 19(4), 304-313.
Dernovsek, D. (2008). Creating highly engaged and committed employee starts at the top and ends at the bottom line Credit Union Magazine, May 2008. Credit Union National Association. In: Inc.
Dhanalakshmi, R., & Gurunathan, K. B. (2014). A study on talent management as a strategy to influence employee engagement and its affect on the organizational outcome. International Journal of Business Administration Research Review, 2(4), 183-186.
Harahap, S. M. M. (2014). Pengaruh Talent Management dan Knowledge Management Terhadap Employee Performance Dengan Employee Engagement Sebagai
Variabel Intervening (Studi Pada BPJS Ketenagakerjaan Kantor Cabang Samarinda, Banjarmasin dan Bontang). Universitas Islam Indonesia,
Hayes, A. F. (2012). PROCESS: A versatile computational tool for observed variable mediation, moderation, and conditional process modeling. In: University of Kansas, KS.
Herzberg, F. (2005). Motivation-hygiene theory. Organizational behavior one: Essential theories of motivation leadership, eds JB Miner, ME Sharpe Inc, New York, 2(4), 61-74.
Kaiser, H. (1974). An index of factorial simplicity. Psychometrika, 39(1), 31-36.
Karuri, M. (2015). Effect of talent management on employee outcomes: A case study of Central Bank of Kenya. Egerton University,
Knott, E. (2016). The effect of talent management practices on employee performance among real estate companies in Kenya: A case of suraya property group limited.
United States International University-Africa,
Kuvaas, B., Buch, R., Weibel, A., Dysvik, A., & Nerstad, C. G. (2017). Do intrinsic and extrinsic motivation relate differently to employee outcomes? Journal of Economic Psychology, 61, 244-258.
Li Qi, V., & Jia Qi, C. (2021). Talent Management Practices and Employee Engagement-A Study in Malaysian GLCs.
Lockwood, N. R. (2006). Talent management: Driver for organizational success. HR magazine, 51(6), 1-11.
Malek, M. A., Varma, A., & Budhwar, P. S. J. M. h. r. i. A.-P. (2013). 10 Human Resource Management in Malaysia. 191.
Mathew, A. (2015). Talent management practices in select organizations in India. Global Business Review, 16(1), 137-150.
Mohammed, A. (2015). The impact of talent management on employee engagement, retention and value addition in achieving organizational performance. International journal of core Engineering Management, 1(12), 142-152.
Muthina, F. N. (2018). Effect Of Talent Management On Employee Performance Of Commercial State Corporations In Kenya.
Ndung’u, D. K., & Omondi, M. (2015). Relationship between Talent Management Practices and Employee Turnover: A Case Study of the Co-Operative Bank of Kenya.
Strategic Journal of Business change Management, 2, 115.
Nyanjom, C. R. (2013). Factors influencing employee retention in the state corporations in Kenya. University of Nairobi,
Onyango, P. O., & Kwena, R. (2017). Influence of talent management on employee retention in public hospitals in Kenya; a case of Siaya county refferal hospital. Strategic Journal of Business Change Management, 4(2), 22-32.
Pandita, D., & Ray, S. (2018). Talent management and employee engagement–a meta-analysis of their impact on talent retention. Industrial Commercial Training.
Payambarpour, S. A., & Hooi, L. W. (2015). The impact of talent management and employee engagement on organisational performance. International Journal of Management Practice, 8(4), 311-336.
Rabbi, F., Ahad, N., Kousar, T., & Ali, T. (2015). Talent management as a source of competitive advantage. Journal of Asian business strategy, 5(9), 208-214.
Sadek, H. S. (2022). The Impact of Talent Management Practices on Employees Engagement in Sharm El-Sheikh Hotels. Journal of Association of Arab Universities for
Tourism Hospitality.
Saunders, M., Lewis, P., & Thornhill, A. (2011). Research Methods for Business Students, London, Financial Times Prentice Hall. Paper presented at the RICS Construction and Property Conference.
Saunders, M. N., & Bezzina, F. (2015). Reflections on conceptions of research methodology among management academics. European management journal, 33(5), 297-304.
Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi‐sample study. ournal of Organizational Behavior: The International Journal of Industrial, Occupational Organizational Psychology Behavior, 25(3), 293-315.
Shrotryia, V. K., & Dhanda, U. (2020). Development of employee engagement measure: experiences from best companies to work for in India. Measuring Business Excellence, 24(3), 319-343.
Siedlecki, S. L. (2020). Understanding descriptive research designs and methods. Clinical Nurse Specialist, 34(1), 8-12.
Sopiah, S., Kurniawan, D. T., Elfia, N., & Narmaditya, B. S. (2020). Does talent management affect employee performance?: The moderating role of work engagement. The Journal of Asian Finance, Economics Business, 7(7), 335-341.
Thakur, M. (2015). Impact of Talent Management Practices on Employee Engagement and Employee Retention-A Study at Bokaro Steel Plant.
Thiriku, M., & Were, S. (2016). Effect of talent management strategies on employee retention among private firms in Kenya: A case of Data Centre Ltd–Kenya.
International Academic Journal of Human Resource Business Administration, 2(2), 145-157.
Truss, C., Delbridge, R., Alfes, K., Shantz, A., & Soane, E. (2013). Employee engagement in theory and practice: Routledge London.
Ursachi, G., Horodnic, I. A., & Zait, A. (2015). How reliable are measurement scales? External factors with indirect influence on reliability estimators. Procedia Economics Finance, 20, 679-686.
Waithiegeni Kibui, A. (2015). Effect of talent management on employees retention in Kenya’s state corporations.
Wang, C.-C., Hsieh, H.-H., & Wang, Y.-D. J. P. R. (2020). Abusive supervision and employee engagement and satisfaction: the mediating role of employee silence.
Whysall, Z., Owtram, M., & Brittain, S. (2019). The new talent management challenges of Industry 4.0. Journal of Management Development.
Wicaksana, S., & Mangundjaya, W. L. (2021). The linkage of Leadership, Psychological Empowerment, and Employee Engagement with Affective Commitment to Change: A study at public/state-owned organization. JHCM, 5(2), 71-81.
Yap, Y. Y. (2016). Relationship between employees engagement, career development, organisational culture, psychological ownership and staff’s talent management in service industry. UTAR,
Yeswa, L. S., & Ombui, K. (2019). Influence of talent management strategies on employee retention in hotel industry in Kenya. International Academic Journal of Human Resource Business Administration, 3(7), 83-103.
Published
2023-05-18
How to Cite
Mosong, S., Komen, J., & Cheboi, J. (2023, May 18). Analysis of Talent Management Practices and Employee Engagement Among Commercial Banks in Nairobi County, Kenya. African Journal of Education,Science and Technology, 7(3), Pg 856-868. https://doi.org/https://doi.org/10.2022/ajest.v7i3.919
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