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Graduate School of Business and Leadership

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Browsing Graduate School of Business and Leadership by Subject "Ability--South Africa."

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    The effect of organisational image on talent management within a higher education institution.
    (2012) Mbona, Skhumbuzo Aubrey.; Bozas, Alexander Robert.
    There is a generally accepted view that organisations that perform well in any industry are able to do so because of their ability to attract, recruit and retain a workforce of high calibre. This research report has been necessitated by the impact of factors affecting talent management at higher education institutions. In this study, two variables are under scrutiny, i.e. organisational image and talent management. A quantitative research methodology was utilised to test the effect of organisational image on talent management using responses from 252 respondents to a self-administered electronic survey questionnaire. The research instrument was composed of four major sub-scales, i.e. Personal View, Job satisfaction and Career Path, General Image and Opportunities and Rewards. Statistical data analysis reveals that respondents differ on what they perceive to be important factors on talent management and their response is affected by matters relating to organisational image. Data was stratified and compared amongst different groups, i.e. gender, race, staff category, academic title, Peromnes grade, years of lecturing experience in this institution and total years of lecturing, Faculty and College/Division. These variables in personal/biographical data were examined in relation to how respondents responded in each of the four sub-scales. Whilst personal view and opportunities and rewards aspect of talent management matter, they do not take precedence on matters relating to general image and job satisfaction and career path.
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    Talent management at Toyota South Africa.
    (2011) John, Jake.; Singh, Anesh Maniraj.
    The South African Motor industry is evolving through challenging times, placing tremendous pressure on Toyota SA Motors to remain efficient and competitive. The organization has identified human capital as one of its most valuable resources contributing to the achievement of this goal. It is therefore imperative that the organization implements a strategic talent management policy that would focus on retaining talented staff members and created a competitive advantage.The objective of the study was to examine the effectiveness of talent management as a retention tool with the aim of determining the employee perceptions and factors influencing competitive advantages of talent management and to provide recommendations to Toyota on the importance of strategic implementations of talent management in order to increase staff retention and improve competitiveness. This was to be achieved through the breakdown and analysis of the relevant components of talent management, along with theory comparison and the aid of quantitative research. The objective was achieved by sampling two hundred employees of Toyota. The empirical studies revealed that the perceptions of the employees were misaligned with international best practices particularly in terms of the identification of talented employees. Overall there was consensus that a strategic talent management policy would greatly benefit the organization to achieve its business objectives. A large percentage of respondents believed that talent management is very important to Toyota. It was found that the majority of respondents believed that in order to improve the talent pool it was vital to develop individual career paths for all employees. The results revealed that a key factor for employee retention was better developmental opportunities. It was recommended that Toyota South Africa should nurture existing talent and source and develop new talent. Toyota needs to develop a strategic talent management policy in order to attract and retain the best talent.