Original Research

Exploring talent management execution in the Ministry of Justice in the Namibian public sector

Kristofina Filippus, Cecilia M. Schultz
SA Journal of Human Resource Management | Vol 17 | a1162 | DOI: https://doi.org/10.4102/sajhrm.v17i0.1162 | © 2019 Kristofina Filippus, Cecilia M. Schultz | This work is licensed under CC Attribution 4.0
Submitted: 05 February 2019 | Published: 07 October 2019

About the author(s)

Kristofina Filippus, Southern Business School, Windhoek, Namibia
Cecilia M. Schultz, Department of People Management and Development, Faculty Management Sciences, Tshwane University of Technology, Pretoria, South Africa


Share this article

Bookmark and Share

Abstract

Orientation: The Ministry of Justice in the government of the Republic of Namibia, which is tasked to implement an effective judicial system in the country, is one of the public sector institutions rocked by a shortage of critical skills.

Research purpose: The aim of this study was to scrutinise the execution of talent management practices in the Ministry of Justice in the Namibian public sector by investigating the talent management execution levels, identifying the distractors and enablers that form part of the talent management practices and developing a conceptual framework of talent management execution.

Motivation for the study: The war for talent is evident in the Ministry of Justice in the Namibian public sector, and limited research exists regarding the execution of talent management in this organisation.

Research approach/design and method: The research was based on an exploratory research design and a qualitative approach was used. Purposive sampling was utilised and semi-structured interviews were conducted. The data were analysed by means of qualitative content analysis.

Main findings: Talent management was executed on three levels: human resource execution, operational execution and strategic execution. Specific distractors and enablers were identified and formed part of the talent management practices.

Practical/managerial implications: To execute talent management properly, managers and human resource managers should attend to the identified talent management distractors and enablers.

Contribution/value-add: Talent management execution levels and the relating distractors and enablers were identified. A conceptual framework of talent management execution in the Ministry of Justice in the Namibian public sector was developed.


Keywords

Human Resource, HR; Execution; Namibian Public Sector; Operational Execution; Strategic Execution; Talent Management

Metrics

Total abstract views: 121
Total article views: 61


Crossref Citations

No related citations found.