The relationship between talent management, job satisfaction and job performance in a national government department

M Adm (Human Resource Management), North-West University, Mafikeng Campus, 2012Background and Aim: South Africa as a country is reported to have a high level of skills shortage and the workforce that exists is not productive enough to meet the needs of a developing country. The global competitiveness report continues to rank the country poorly in respect of labour market and human resource development. With the ever-changing economic environment and uncertainty of the world markets, the continuous war for a good, qualified workforce between organisations can only get worse. The greatest challenge facing South Africa and organisations based in the country is how best to improve the skills levels of the current workforce and at the same time attract, retain and develop a new talented work force. The challenge currently facing South Africa Government departments (the sample in this study) is how best to improve skills levels of the current workforce and at the same time attract, retain and develop a new labour force. The focus of talent management is being deliberately adapted, driven by business circumstances, environmental conditions, internal shortcomings and new performance challenges. The employees of the Gauteng Government department have experienced a high level of dissatisfaction as a result of poor talent management practices. This has resulted in poor job performance by disgruntled employees. The purpose of the study was therefore to investigate the relationship between Talent Management, Job Satisfaction and Job Performance. Method: A cross-sectional research design was followed with data collected from employees of a Government Institution in Gauteng (N=209) . The Human Capital Index (HCI), Minnesota Job Satisfaction questionnaire and Job Performance Scale were administered. Principal Component Analysis, Reliability Analyses, Descriptive Analyses and Regression Analyses were applied. Results: Significant relationships exist between the following variables: • A significant positive relationship exists between Talent Management Practices and Job Satisfaction. • A significant positive relationship exists between Talent Management Practices and Job Performance. • A significant positive relationship exists between Job Satisfaction and Job Performance. • Job Satisfaction does not mediate the relationship between Talent Management and Job Performance. Practice Relevance: The practical contribution of the study was expected to be the application of successful and effective human resource management strategies which greatly relies upon how the organisation invests in their employees and how Talent Management Practices are applied to manage employees' talent. The study identified factors which are helpful to enhance Job Satisfaction of employees. Also, the study helped employees identify their strengths and weaknesses and seek corrective measures in developing and growing their individual careers to remain productive. For an organisation to be productive management should make sure that Talent Management Principles and strategies are applied and employees are motivated to perform to the best of their ability.Master