Considerations of talent management in retention of academics: a case of the National University of Lesotho
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Date
2020-01
Authors
Zengeya, Theressa Madzingesu
Journal Title
Journal ISSN
Volume Title
Publisher
University of the Free State
Abstract
The aim of this study was to investigate the contribution of talent management practices at the National University of Lesotho in the retention of talented academics. The study was informed by Pierre Bourdieu’s social theory and Michael Armstrong’s equity theory. Bourdieu’s theory was used to offer insight on the various kinds of capital, and how these kinds of capital could be instrumental in the design and implementation of talent management practices in order to increase retention of talent in universities. Additionally, the equity theory was used to inform how talent management practices could be used to bring equilibrium between the different kinds of capital and the outputs or rewards, in retaining talent in the face of high competition for talent in the labour market. Despite the successful implementation of the concept talent management in the business world and universities in Europe, the application of talent management in African universities is lagging behind. Considering that circumstances and characteristics of the private organisations are different from those of public institutions like universities, talent management in the private organisations has taken a more management perspective at the exclusion of other key stakeholders such as employees, government and the society. In that light, a literature review was conducted to offer the theoretical underpinnings of the meaning and importance of talent management to all the stakeholders. To further understand talent management narratives, an overview of talent management practices was done followed by a discussion on the current possible challenges that could affect the implementation of successful talent management practices meant to retain talented academics. Following a qualitative methodology, data was generated through semi-structured interviews and document analysis to advance a critical and interpretive understanding of the perspectives of talent management from both management and talented academics in the university. The data revealed that, though the university is implementing talent management practices, it does not have an official and structured talent management programme, which is imperative in retaining academics. It was through the lens of understanding perspectives of different participants, that there are other factors which need to be addressed in order to effectively and successfully implement talent management in universities and retain talented academics. This study concludes by advocating the design and implementation of a formal, contextual and structured talent management framework, in consultation with all key stakeholders, in order to increase retention of talent. Although suggestions about particular talent management practices have the potential to improve talent retention, it remains important that the government, as a major stakeholder in public universities, commits to prioritise provision of resources and afford a higher degree of autonomy to universities for them to gain competitive advantage in the academic arena
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Keywords
Equity theory, Social theory, Cultural capital, Talent, Talent management, Retention, Compensation, Dissertation (M.Ed. (Education Management))--University of the Free State, 2020