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dc.contributor.advisorVan Zyl, E. S.
dc.contributor.authorMathafena, Rose Boitumelo
dc.date.accessioned2016-01-25T12:03:26Z
dc.date.available2016-01-25T12:03:26Z
dc.date.issued2015-01
dc.identifier.urihttp://hdl.handle.net/11660/2235
dc.description.abstractEnglish: Talent management is increasingly becoming a strategic priority for many profit-generating organizations in the private sector. The success of knowledge-driven organizations largely depends on their ability to attract, grow and retain their key talent in today’s dynamic and competitive business environment. The need for talent management is also triggered by a need to align and integrate people management practices with those of the organization in order to achieve strategic execution and operational excellence. This study identified a strong need for the development of a talent management framework in the private sector with the aim to address the gaps and limitations in the definition of concepts in this field, as well as in the application, implementation and maturing of talent management practices in the organization. Thus, the primary aim of the study was to develop a talent management framework for the private sector. The research proposed to conduct an in-depth exploration of talent management practices in key and leading organizations already in the mature stages of talent management implementation in South Africa. The modernist qualitative research approach was applied to the study. A research process which is flexible and emergent was essential to ensure further exploration of the phenomenon of talent management beyond the theoretical explanations. A modernist approach supported and facilitated the rigorous data analysis methods such as analytic induction and grounded theory, which were applied in the study. The research was conducted in two different companies, thus classifying the study as a multiple site case study. The selected companies are widely and publicly recognised as having effective talent management programmes. Purposive sampling was used to identify the research participants. The participants were human resource practitioners, management staff and beneficiaries of the talent management programmes. More insight and knowledge were gained by interacting and interviewing key stakeholders in organizations who are knowledgeable about talent management practices. The semi-structured interviews were conducted in the first round of data collection interviews, while the second round of data collection interviews were unstructured and focused on testing the initial talent management framework that was developed. Analytic induction and constructivist grounded theory were implemented to analyze the dense and thick narrative data that were collected. The concepts generated from the data (inductive) and theory/literature (deductive) were critical towards the development of a talent management framework. The literature study supported, verified and substantiated the relevance of insights that were gained from the data collected from the participants. The study was able to deliver a talent management framework that will guide and support the raising of talent management practices in organizations in the private sector. The framework is integrated, holistic and comprehensive enough to cover most key and core dimensions of talent management practices. Ultimately, the framework was developed in such a way as to lead to best practice and the advancement of talent management maturity when implemented. The framework highlights the major elements, namely planning, key dimensions, implementation with consideration of career life stages and multiple generations, best-practice enablers, role players and the evaluation of effectiveness. The study mapped out key dimensions which are essential for the implementation of a talent management system. The dimensions of talent management are attraction, sourcing and recruitment, deployment and transitioning, growth and development, performance management, talent reviews, rewarding and recognizing, engaging and retaining. With each of the above-mentioned dimensions, there are specified activities that can be carried out to achieve the outcomes of each dimension. Therefore, human resource departments and talent practitioners are provided with a guide to drafting their job descriptions and work scopes pertaining to talent management activities.en_ZA
dc.description.abstractAfrikaans: Talentbestuur is toenemend besig om ’n strategiese prioriteit vir baie winsskeppende organisasies in die privaat sektor te word. Die sukses van kennisgedrewe organisasies is grootliks afhanklik van hulle vermoë om sleuteltalent te lok, te ontwikkel en te behou in vandag se dinamiese en mededingende sakeomgewing. Die behoefte aan talentbestuur word veroorsaak deur ’n behoefte om mensebestuurspraktyke in ooreenstemming te bring met dié van die organisasie ten einde strategiese uitvoering en operasionele uitnemendheid te bewerkstellig. Hierdie studie het ’n sterk behoefte geïdentifiseer om ’n talentbestuursraamwerk in die privaat sektor te ontwikkel met die doel om die gapings en beperkinge in die definisie van begrippe in die veld, asook in die toepassing, implementering en groei van talentbestuurspraktyk in die organisasie, te vul. Die hoofdoel van die studie is dus om ’n talentbestuursraamwerk vir die privaat sektor te ontwikkel. ’n Diepgaande ondersoek is gedoen van talentbestuurspraktyk in vername en toonaangewende organisasies wat reeds in die volwasse stadia van talentbestuursimplementering in Suid-Afrika is. Die modernistiese kwalitatiewe navorsingsbenadering is in die studie toegepas. ’n Buigbare en opkomende navorsingsproses is noodsaaklik om talentbestuur as verskynsel verder as bloot die teorie te verken. ’n Modernistiese benadering het die streng data-ontledingsmetodes soos analitiese induksie en gegronde teorie wat in die studie toegepas is, gesteun en gefasiliteer. Die navorsing is gedoen in twee verskillende maatskappye. Die studie word dus as ’n veelvoudige terrein-gevallestudie geklassifiseer. Die geselekteerde maatskappye is wyd bekend vir hulle doeltreffende talentbestuursprogramme. Doelgerigte steekproefneming is aangewend om die deelnemers te identifiseer. Die deelnemers is menslikehulpbronpraktisyns, lede van die bestuur en begunstigdes van die talentbestuursprogramme. Meer insig en kennis is verkry met behulp van interaksie en onderhoude met vername belanghebbendes in die organisasies wat op hoogte is van talentbestuurspraktyk. Semigestruktureerde onderhoude is in die eerste rondte van data-insamelingsonderhoude gevoer, terwyl die tweede rondte ongestruktureerd was met die fokus om die aanvanklike talentbestuursraamwerk wat ontwikkel is, te toets. Analitiese induksie en konstruktivistiese gegronde teorie is geïmplementeer om die digte en ryk narratiewe data wat ingesamel is, te ontleed. Die begrippe wat uit die data (induktief) en teorie/literatuur (deduktief) gegenereer is, is kritiek vir die ontwikkeling van ’n talentbestuursraamwerk. Die literatuurstudie ondersteun, bevestig en staaf die relevansie van die insigte wat uit die data van die deelnemers verkry is. Die studie het ’n talentbestuursraamwerk gelewer wat die verbetering van talentbestuurspraktyk in organisasies in die privaat sektor sal rig en steun. Die raamwerk is geïntegreer, holisties en breedvoerig genoeg om die meeste sleutel- en kerndimensies van talentbestuurspraktyk te dek. Uiteindelik is die raamwerk op só ’n wyse ontwikkel dat dit tot beste praktyk en die bevordering van talentbestuursvolwassenheid sal lei. Die raamwerk beklemtoon die vernaamste elemente, naamlik beplanning, sleuteldimensies, implementering met in ag neming van loopbaanlewenstadia en meervoudige generasies, faktore wat tot beste praktyk lei, rolspelers en die evaluering van doeltreffendheid. Die studie gee ’n uiteensetting van die sleuteldimensies wat vir die implementering van ’n talentbestuurstelsel noodsaaklik is. Die dimensies van talentbestuur is aantrekking, verkryging en werwing, ontplooiing en oorgang, groei en ontwikkeling, prestasiebestuur, talentbeoordeling, beloning en erkenning, betrokkenheid en behouding. By elk van bogenoemde dimensies is daar spesifieke aktiwiteite wat uitgevoer kan word om elkeen se uitkomste te bereik. Menslikehulpbrondepartemente en talentpraktisyns kry dus ’n gids waarvolgens hulle posbeskrywings en werksomvang kan ontwerp wat met talentbestuursaktiwiteite verband hou.af
dc.language.isoenen_ZA
dc.publisherUniversity of the Free Stateen_ZA
dc.subjectPersonnel managementen_ZA
dc.subjectOrganizational effectivenessen_ZA
dc.subjectManpower planningen_ZA
dc.subjectPerformanceen_ZA
dc.subjectThesis (Ph.D. (Industrial Psychology))--University of the Free State, 2015en_ZA
dc.titleA talent management framework for the private sectoren_ZA
dc.typeThesisen_ZA
dc.rights.holderUniversity of the Free Stateen_ZA


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