Intangible outcomes of talent management practices in selected South African higher education institutions.
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Date
2021
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Abstract
In today’s competitive environment, talent management has been considered an important strategy
that influences talent attraction, development, and retention required to create value for the
organisation. Although talent management has received scholarly interest from both organisational
researchers and human resources management practitioners, there is still a paucity of research on
the intangible outcomes of talent management. Therefore, this study aimed to investigate the
intangible outcomes of talent management practices in some South African universities. The study
adopted descriptive and exploratory research to describe and provide in-depth knowledge about
the subject matter. The mixed-methods was employed to collect and analyse the quantitative and
qualitative data. Stratified and purposive sampling techniques were used to select 347 respondents
and participants from three South African universities: University of Cape Town, University of
KwaZulu-Natal, and University of Pretoria. A structured questionnaire and semi-structured
interview grid were used to collect the data. The Statistical Package for the Social Sciences
(version 27.0) and Analysis of Moment Structures (version 27.0) were used to analyse the
quantitative data, while the qualitative data was analysed using NVivo (version 12.0). The
quantitative results revealed a significant relationship between talent management practices and
intangible outcomes such as employee humility, teaching and learning, and university-industry
collaboration. On the other hand, the qualitative findings affirmed that talent management
practices positively impacted organisational trust, employee engagement, employee humility,
teaching and learning, and university-industry collaboration. Additionally, the quantitative and
qualitative findings revealed a positive relationship between talent management practices and a
sustainable competitive advantage. Moreover, the quantitative and qualitative results showed a
significant relationship between intangible outcomes and competitive advantage. The scope of the
study was limited to the intangible outcomes of talent management in South African universities.
This study is unique because it creates a sustainable competitive advantage for South African
Higher Education Institutions through talent attraction, development, and retention. The study
recommends that universities continue to integrate talent management practices into their strategic
plans.
Description
Doctoral Degrees. University of KwaZulu-Natal, Durban.