Abstract:
The main objective of this study was to find out the effects of talent management on organisational citizenship behaviour of employees in public institutions of higher learning. Literature has revealed that there is a research gap regarding the effects of talent management on organisational citizenship behaviour of employees in the public institutions of higher learning in Malawi. The study adopted the quantitative approach using survey strategy. An internationally recognized Human Capital Index structured questionnaire using 5 Likert scale was self-administered from a sample of 116 employees. Stratified sampling was employed where the population of 165 employees was divided into four strata. The sample of 116 was determined using Yemani (1967) equation, however, actual responses were 83 drawn from lower, middle and top management. Data was entered using Excel version 2016. The CAI was used to test the reliability of questions of the talent management practices and the sample was confirmed using the KMO measure of sampling adequacy. The Bartlett’s test of sphericity was used to check the factorability of talent management practices. Data was analysed using (CFA) through SEM using the SPSS Amos version 26. The Chi Square test was used to assess the effect of talent management practices on organisational citizenship behaviour. The results of the study revealed that recruitment and selection and training influenced organisational citizenship behaviour. However, development, retention and performance management system had no effect on the organisational citizenship behaviour of employees in public institutions. This could be attributed to the lack of interest of managers in the development of their employees. It was also observed that the negative effect of retention on organisational citizenship behaviour could be connected to the lack of interest by responsible officers in following up the reasons behind the turnover of employees and the lack of commitment by Heads of Department in the implementation of (PMS). Therefore, there is need for improvement in recruiting internally since the main focus is mostly on external recruitment. Furthermore, universities need to introduce retention strategies such as allocation of rewards and compensation for those that succeed in training and also to long serving members of staff. It was further observed that PMS was introduced during the transition period, hence universities need to be given enough time to implement the strategy. The study recommends that management and Heads of Departments need to take full charge and work hand in hand with employees on matters relating to their development and performance. Since this study was conducted in the southern part of Malawi, further studies can be conducted in central and northern regions, in primary and secondary schools and private institutions such as banks and IT institutions.
Description:
The study examined the impact of talent management on organizational citizenship behavior (OCB) in public higher learning institutions in Malawi. Using a quantitative approach with 83 respondents, it found that recruitment and training positively influenced OCB, while development, retention, and performance management had no effect. The study suggests improving internal recruitment, retention strategies, and better implementation of performance management systems. It recommends further research in other regions and sectors.
