Original Research

Die doeltreffendheid van talentbestuursprogramme in uitgesoekte Suid-Afrikaanse organisasies

Jo-Ann P. Gainsford, Ebben S. van Zyl
SA Journal of Human Resource Management | Vol 10, No 2 | a467 | DOI: https://doi.org/10.4102/sajhrm.v10i2.467 | © 2012 Jo-Ann P. Gainsford, Ebben S. van Zyl | This work is licensed under CC Attribution 4.0
Submitted: 23 March 2012 | Published: 04 December 2012

About the author(s)

Jo-Ann P. Gainsford, Department of Industrial Psychology, University of the Free State, South Africa
Ebben S. van Zyl, Department of Industrial Psychology, University of the Free State, South Africa


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Abstract

Oriëntasie: Die identifisering, behoud en ontwikkeling van talent moet doeltreffend bestuur word.

Navorsingsdoelwit: Die studie het ten doel om die doeltreffendheid van bestaande talentbestuursprogramme in uitgesoekte Suid-Afrikaanse organisasies in die finansiële, vervoer- en mynbousektore te evalueer.

Motivering vir die studie: Streng wetgewing (soos regstellende aksie) en die swak ekonomiese situasie in Suid-Afrika veroorsaak dat goeie presteerders as baie waardevol beskou word en behou moet word. Indien organisasies nie oor ’n doeltreffende talentbestuursprogram beskik nie, sal hulle waarskynlik talentvolle werknemers verloor.

Navorsingsontwerp, -benadering en -metode: Hierdie studie maak van ’n kwantitatiewe navorsingsontwerp gebruik. Deur middel van toevallige steekproefneming is 117 werknemers in die onderskeie sektore ingesluit. Die ANOVA-toets en Tukey se paarsgewyse vergelykingstegniek is aangewend om die verskille tussen die drie sektore te bepaal.

Resultate: Die resultate van die studie dui daarop dat die organisasies wat aan die studie deelgeneem het grootliks al die noodsaaklike komponente in die talentbestuursprogramme insluit. Die uitsondering is egter talentbestuursagteware, wat oor die algemeen nie in die talentbestuursprogramme ingesluit is nie. Verdere resultate dui daarop dat die oorgrote meerderheid van die respondente nie baie tevrede is met die komponente van die talentbestuursprogramme in hul organisasies nie. Die respondente van die mynbousektor het die laagste tevredenheidsvlakke ten opsigte van die talentbestuursprogram getoon. Die resultate dui verder daarop dat die finansiële sektor se talentbestuursprogram meer doeltreffend as dié van die mynbousektor is.

Praktiese/bestuursimplikasies: ’n Omvattende lys van komponente van ’n talentbestuursprogram is ontwikkel om organisasies te ondersteun in die ontwerp en implementering van ’n doeltreffende talentbestuursprogram.

Bydrae/waardetoevoeging: Die resultate van die studie kan gebruik word om bestaande talentbestuursprogramme aan te pas.

The effectiveness of talent management programmes in selected South African organisations.
Orientation: This study was driven by a need that was identified within South African organisations to establish guidelines for the implementation of an effective talent management programme.

Research purpose: The purpose of this study was to evaluate the effiency of the existing talent management programme in selected South African organisations in the financial, transport and mining sectors.

Motivation for study: Legislation and the poor economic situation in South Africa necessitate the retention of talented employees. This can be done by means of an effective talent management programme.

Research design, approach and method: The study was conducted using a quantitative research design. The ANOVA test and Tukey’s Studentised Range were applied to determine differences between the three sectors with regard to the effectiveness of the talent management programmes. The sample consisted of 117 identified talented employees.

Main findings: Results of the study indicated that the organisations that participated in the study do have most of the necessary components included in their talent management programmes. The exception is talent management software, which was generally not included in the talent management programmes of the organisations. Further results indicated that, for the largest part, the respondents are not very satisfied with the components of the talent management programmes in their organisations. The respondents of the mining sector indicated the lowest satisfaction levels regarding the talent management programme. Furthermore, the financial sector’s talent management programme seemed to be more effective than the mining sector’s talent management programme.

Practical/managerial implications: A comprehensive list of components was developed which should be included in a talent management programme to assist organisations with the design and implementation of an effective talent management programme.

Contribution/value-add: The results of the study can be utlised to adapt existing talent management programmes.


Keywords

Organisasietalent; Arbeidsmagtalent; Opvolgbeplanning; Werf Talentvolle Werknemers; Behou Talentvolle Werknemers

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