| dc.description.abstract | Many of Kenya’s state corporations have lost employees to companies that are considered to
have decent working conditions, support reform, and have fair remuneration policies, as
well as companies that encourage a culture of monitoring their employees' performance.
Therefore, there is need to ensuring management of the employees’ talent and improvement
on the employee affairs at the work place. The main objective of this study was to determine
the effect of talent management strategies on employee performance in selected state
corporations in Nairobi County, Kenya. The study specifically examined the effect of
training, reward system strategy, career management strategy and performance management
strategy on employee performance. The study was anchored on human resource
management theory, expectancy theory and equity theory. This study employed a
descriptive research design. This study was carried out in three state corporations which
formed the unit of analysis namely: Kenya Bureau of Standards, Agricultural Development
Corporation and East African Portland Cement Company. The targeted population was 2530
employees including the management and support staff working with the state corporations.
The technique of stratified sampling was used to group respondents into two categories
namely; managers and other staff. Thereafter, these respondents were selected using the
method of simple random sampling. The sample size of the study was 345 respondents,
accounting for 13.6 percent of the total population. The study used a questionnaire to collect
primary data. The questionnaire was piloted for 20 respondents. Validity was ensured
through content validity and criterion validity. Cronbach’s alpha reliability coefficient was
used to determine reliability. Descriptive statistics including mean and standard deviation
were applied in analyzing quantitative data. The study further conducted inferential statistics
that included correlation analysis and multiple regression to determine how variables relate
to each other. The study found that training strategy ((t=4.018, P<0.05), reward system
strategy ((t=7.681, P<0.05), career management strategy (t=6.744, P<0.05) and performance
management strategy (t=2.882, P<0.05) positively and significantly affect performance of
employees. The study concludes that training aids organizations in attracting and retaining
top people, increasing job satisfaction and morale, increasing productivity, and increasing
profits. Reward system strategies are critical for motivating the employees and increasing
their performance. Career management strategy reduces employee turnover by increasing
promotional opportunities, improves employee morale and motivation. Performance
management and regular reviews can aid in the identification of any flaws or future training
needs. Performance appraisal is an appropriate forum for formalization and prescription.
However, the quarterly assessment should include more than setting goals for the next
quarter. The study recommends that depending on its business strategies and skills, the
company should develop and develop a training strategy. Research, interviews, and internal
research can all be used to conduct needs assessments. The organization should look at
current remuneration practices and take corrective measures to prevent increased staffing.
The organization should consider allowing individuals to work in distinct but related
departments or jobs so as to improve cross-departmental collaboration and develop rapport
in a remote team. The organization’s goals and performance targets should be defined and
communicated by the organization. The first step toward strategic performance management
should be to clearly state performance expectations and organizational goals. | en_US |
