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TALENT MANAGEMENT AND ORGANIZATIONAL PERFORMANCE (A SURVEY OF SELECTED OIL PRODUCING FIRMS IN RIVERS STATE PORT HARCOURT)

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TALENT MANAGEMENT AND ORGANIZATIONAL PERFORMANCE (A SURVEY OF SELECTED OIL PRODUCING FIRMS IN RIVERS STATE HARCOURT)

Abstract

The study examined talent management and organizational performance in Selected oil producing firms in Port Harcourt. The case study research design was employed since the study was to ascertain talent management and organizational performance. The study was designed to focus on Total, Shell and Selected oil firms in Port Harcourt. The population of the study was made to be eighty (80). The Taro Yemen’s formula was used to determine the sample size of 64. A self-designed questionnaire on talent management and organizational performance was used and administered for the data collection from the respondents in the human resources department of Total, Shell and Selected oil firms in Port Harcourt. reveals that there is a significant relationship between talent management and organizational performance in Total, Shell and Selected oil producing firms in Port Harcourt. Based on the findings of the study, recommendations were made; that a comprehensive structure should be put in place in order to support all the stages from attracting to retention of talents in Total, Shell and Selected oil firms in Authority because each stage has its impact on organizational performance; Oil Company Authority is advised to offer a suitable opportunity for promotion and development for their employees with a clear path of career, it is advised to attract the good talent from the first stage in recruiting new employees to make the correct decision in choosing the correct candidate amongst others.

Table of Contents

Title Page    i

Declaration iii

Certification         iv

Dedication  v

Acknowledgments         vi

Abstract      vii

Table of Contents viii

of Tables       x

of Figures      xi

CHAPTER 1        1

INTRODUCTION         1

1.1 Background of the Study  1

1.2 Statement of the blems 2

1.3 Objectives of the study      3

1.4 Research Questions 4

1.5 Research Hypotheses        4

1.6 Significance of the Study   4

1.7 Scope/Limitations of the Study   5

1.8 Definition of Terms 6

CHAPTER 2        8

LITERATURE REVIEW        8

2.1 Conceptual Framework     8

2.1 Concept of Talent Management  8

2.1.2 Dimensions of Talent Management   9

2.1.3 Organizational Performance     10

2.1.4 Measures of Organizational Performance    12

2.1.5 Relationship between Talent Management and Organizational performance        13

2.2 Theoretical Framework     14

2.2.1 John Holland’s theory of “career choice (1967)    14

2.3 Empirical Review    15

CHAPTER 3        18

RESEARCH METHODOLOGY      18

3.1 Research Design      18

3.2 Population of the Study    18

3.3 Sample and Sampling Techniques        19

3.4 Questionnaire Design        20

3.5 Source and Method of Data Collection 20

3.6 Data Analytical Techniques        21

3.7 Reliability and Validity     22

CHAPTER 4        24

DATA PRESETION AND ANALYSIS       24

4.1 Questionnaire Administration and Retrieval  24

4.2 Data Analysis 25

4.3 Hypo Testing  30

4.4 Discussion of       33

CHAPTER 5        37

SUMMARY, CONCLUSION AND RMMENDATIONS         37

5.1 Summary       37

5.2 Conclusion     37

5.3 Recommendations   38

References  39

Appendix I 41

Appendix II          42

`

of Tables

4.1 Questionnaire Administration and Retrieval  24

4.2 Data Analysis 25

Table 4.2: show age bracket of respondents        25

Table 4.3: show sex of respondents  26

Table 4.4: Academic qualification     26

Table 4.5: Marital status         27

Table 4.6: If talent acquisition associate with organizational performance in Selected oil producing firms in Port Harcourt.    27

Table 4.7: If Talent Development Associate With Organizational performance In Selected oil producing firms in Port Harcourt.    28

Table 4.8: If talent retention and organizational performance in Selected oil producing firms in Port Harcourt.      29

Table 4.9: If talent management associate with organizational performance in Selected oil producing firms in Port Harcourt.    30

Table 4.10: Contingency Table         31

Table 4.11: Chi Square Table  32

of Figures

Fig. 1: A Conceptual Framework Showing the Relationship between Talent Management and Organizational performance.   8

CHAPTER 1

INTRODUCTION

1.1 Background of the Study

In today’s competitive business world, every organization is facing new challenges regarding sustained productivity and creating committed workforce. Employee performance is a way of measuring the performance of employees in an organization. It refers to the level at which an employee attaches himself to the job or organization and sees its success or failure as his own. Ketchand and Strawser (2001) opine that employee performance is the attachment which is formed by individuals towards their employing organizations. It is a psychological state that binds people towards an activity related to the purposes in an organization (Lee, Kim, & Kim. (2013). It is the individual feelings of employees with regard to the organization (Joo, & Park, (2010). The importance of this term might be analyzed from the fact that over the past, numerous researches have been carried out in order to find methods which might increase an employee’s performance to his job and organization (Lunenburg, (20ll). In the ever turbulent contemporary business environment, no organization can perform at peak levels unless each employee is committed to the organizations objectives.  One of the ways an employee can be committed in modern day’s organization is through talent management. In the world today, it is difficult to find employees who have served one organization for more than four or five years. Modern organization needs to maintain valuable employees for a long time. Since that human resources are considered as the most important asset of an organization and the key factor for organizations to survive and compete. Quantity of human resources that needed to work and to produce products or services is not only what an organization needs, quality of those resources is the real need which is recognized as one of the leading factors contributing to sustainable competitive advantage in organizations. Lockwood (2006) describes Talent management as the implementation of integrated strategies designed to reach a high level of productivity through improving the processes for attracting, developing and retaining people with the right skills and aptitude to meet current and future needs of an organization. From the forgoing therefore, the study seeks to examine the relationship between talent management and organizational performance in Selected oil producing firms in Port Harcourt.

1.2 Statement of the blems

Talent management is founded to ensure that the right talents with the best skills are in the right place at work, also, talent management focus on developing and improving talents skills and compensate them with the suitable compensations even financial or nonfinancial benefits to increase their performance and loyalty to the organization which in turn will reduce employees turnover and increase productivity and quality of work to create the different and the best value to achieve competitive advantage over competitors. Several studies have been conducted on the relationship between talent management and organizational performance (Lockwood, 2006).

This study will explore the relationship between talent management components and organizational performance in Selected oil firms in Port Harcourt. For more understanding, we should clarify what we mean by talent management, organizational performance and the relation between them.

From the foregoing therefore, the study is determined to examine the relationship between talent management and organizational performance in Selected oil producing firms in Port Harcourt.

1.3 Objectives of the study

          The main objective of the study is to examine the relationship between talent management and organizational performance in Selected oil producing firms in Port Harcourt. The specific objectives are as follows:

1.       To examine the relationship between talent acquisition and organizational performance in Selected oil producing firms in Port Harcourt.

2.       To examine relationship between talent development and organizational performance in Selected oil producing firms in Port Harcourt.

3.       To examine the relationship between talent retention and organizational performance in Selected oil producing firms in Port Harcourt.

1.4 Research Questions

With the above objectives in focus, the study seeks to find answers to the following questions:

1.       To what extent does talent acquisition associate with organizational performance in selected oil producing firms in Port Harcourt?

2.       To what extent does talent development associate with organizational performance in selected oil producing firms in Port Harcourt?

3.       To what extent does talent retention and organizational performance relate in selected oil producing firms in Port Harcourt?

1.5 Research Hypotheses

HO: There is no significant relationship between talent management and organizational performance in Selected oil producing firms in Port Harcourt.

HA: There is a significant relationship between talent management and organizational performance in Selected oil producing firms in Port Harcourt.

1.6 Significance of the Study

The outcome of this study will be of immense benefit to a wide range of people. First, to the government and public policy makers, this study will help them appreciate the strategic importance of talent management and policies that can fast-track organizational performance for business to serve, hence, promote friendly investment climate which is an impetus for increased foreign direct investment. The study will reveal to Multinational firms to promote talent management in the organization in other for the organization to be effective and face their competitors. It will also be of immense benefit to other researchers.

1.7 Scope/Limitations of the Study

The study is delimited under the following heading: content scope, geographical scope and unit of analysis.

Content Scope: The content scope of this study involves on investigation to ascertain the relationship between talent management and employee performance. The dependent variable is organizational performance, measures by affective performance, normative and continuance performance While independent variable is talent management measure by talent acquisition, talent development and talent retention.

Geographical Scope: This study is delimited in Port Harcourt Metropolis with special reference to Selected oil producing firms in Port Harcourt.

Unit of Analysis: The unit of analysis in this research involves the individuals at the time of carrying out the study. The scope of this study is to ascertain the relationship between talent management and employee performance in Selected oil producing firms in Port Harcourt Metropolis.

In carrying out an investigation of this native the researcher must be faced the following constraint.

Firstly, the time constraint’s the time frame provision for this study was short.

Secondly, financial constraints. Usually, a study of this nature involved some level of expenditure therefore, finance was also a limiting factor.

Thirdly, poor response from the respondent and inability to access the entire population of the study. In the next segment significance of the study will be discussed. Lastly, poor measurement instrument.

1.8 Definition of Terms

There is need for every work in a research proposal and of course in any research report to be clear as to its meaning, since words have different meaning in different context.

Affective Performance: It is the employee’s emotional attachment to the   organization.

Continuance Performance: Continuance performance develops out of the perceived cost (benefit against loss), and requires that the employee should be aware of these benefits and loses.

Organizational performance: It is a way of measuring the performance of employee in an organization. It refers to the level at which an employee attaches himself to the job of an organization and sees success or failure as his own.

Normative Performance: It is feeling of obligation to continue employment. Employees with a high level of normative performance feel that they ought to remain with the organization”.

Talent Management: It is the implementation of integrated strategies designed to reach a high level of productivity through improving the processes for attracting, developing and retaining people with the right skills and aptitude to meet current and future needs of an organization.

Talent Retention: Retention factors are the factors that facilitate the retention or departure of employees and their decisions to leave or remain, depending on their priorities.

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