Talent Development Practices and its implications on Leadership Quality in Local Government Authorities in Tanzania

Yusuph Lameck Mashala, Lazaro Alman Kisumbe

Abstract


Local Government Authorities (LGAs) in Tanzania are expected to fuel growth respond timely to the demands of the community; they should, therefore, ensure that the working capital is ready to embrace changes and can functionally as well as behaviorally take on key roles as effective strategic leaders. This study investigated the effect of talent development practices on leadership quality in LGAs in Tanzania. The study collected data from seventy- two (72) respondents from three LGAs (Kigoma Municipal, Kasulu and Mkuranga District Councils) through questionnaires. Data were analysed, using SPSS and presented using descriptive and inferential statistics. The overall findings suggested that training and development, employee engagement, leadership development, and employee sourcing positively affect leadership quality in LGAs. The study maintained that LGAs should have a characterized talent development strategy, which can be executed adequately to enhance talent progression. 

Full Text:

PDF

References


Anitha. J. (2014). Determinants of employee engagement and their impact on employee performance. https://doi.org/10.1108/IJPPM-01-2013-0008

Axelrod, E. L., Handfield-Jones, H., & Welsh, T. A. (2001). War for talent, part two. The McKinsey Quarterly, 9-9.

Beechler, S., & Woodward, I. C. (2009). The global “war for talent”. Journal of international management, 15(3), 273-285.

Benest, F. (2005). It's the reality: The shrinking talent pool for local government managers. Public Management, 87(2), 14-19.

Benincasa, R. (2012). Leadership styles, and when you should use them. Fast Company.[Online] Available from: http://www. FastCompany. Com/1838481/6-leadership-styles-and-when-you-should-use-them (Accessed 21/11/2014).

Bethke-Langenegger, P. (2012). The differentiated workforce: Effects of categorization in talent management on workforce level. Unpublished working paper, 18.

Buckingham, M., & Vosburgh, R. M. (2001). 21 Century Human Resources Function: It’s the Talent, Stupid! Human Resource Planning, 17-23.

Buckingham, M., & Vosburgh, R. M. (2001). The 21st-century human resources function: It's the talent, stupid! Identifying and developing talent, one person at a time becomes our defining challenge. Human Resource Planning, 24(4), 17-24.

Chambers, E. G., Foulon, M., Handfield-Jones, H., Hankin, S. M., & Michaels III, E. G. (1998). The war for talent. The McKinsey Quarterly, 1(3), 44-58.

Christensen Hughes, J., & Rog, E. (2008). Talent management: A strategy for improving employee recruitment, retention, and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, 20(7), 743-757.

Chung-Herrera, B. G., Enz, C. A., & Lankau, M. J. (2003). Grooming future hospitality leaders: A competencies model. The Cornell Hotel and Restaurant Administration Quarterly, 44(3), 17-25.

Colbert, A. E., and Witt, L. A. (2009). The role of goal-focused leadership in enabling the expression of conscientiousness. J. Appl. Psychol. 94, 790–796. doi: 10.1037/a0014187.

Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human resource management review, 19(4), 304-313.

Collings, D. G., Scullion, H., & Vaiman, V. (2011). European perspectives on tale management. European Journal of International Management, 5(5), 453-462.

Creswell, J. W. (2009). Research design: Qualitative, quantitative and mixed methods approaches. Thousand Oaks, CA: Sage.

Ellinger, A. D., & Bostrom, R. P. (2002). An examination of managers' beliefs about their roles as facilitators of learning. Management Learning, 33(2), 147-179.

Hawkins, P. (2017). Leadership team coaching: Developing collective transformational leadership. Kogan Page Publishers.

Hermosilla, D., Amutio, A., Da Costa, S., & Páez, D. (2016). Transformational leadership in organizations&58; Mediating variables and long-term consequences. Revista de Psicología del Trabajo y de las Organizaciones, 32(3), 135-143.

Jehanzeb, K., & Bashir, N. A. (2013). Training and development program and its benefits to employee and organization: A conceptual study. European Journal of business and management, 5(2).

Kikoski, J. F. (1999). Effective communication in the performance appraisal interview: Face-to-face communication for public managers in the culturally diverse workplace. Public personnel management, 28(2), 301-322.

Kim, S. (2003). Linking employee assessments to succession planning. Public Personnel Management, 32(4), 533-547.

Kouzes, J.M., and Posner, B.Z 1987: The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations. Jossey-Bass Wiley Imprint, San Francisco CA 94103-1741.

Lagace, M. (2006). Grooming next-generation leaders. Harvard Business School Working Knowledge. Retrieved August 1, 2008.

Lawler, E. E. (2017). Reinventing talent management: Principles and practices for the new world of work. Berrett-Koehler Publishers.

Lawler, E. E. (2017). Reinventing talent management: Principles and practices for the new world of work. Berrett-Koehler Publishers.

Lee, C. H., & Bruvold, N. T. (2003). Creating value for employees: investment in employee development. The International Journal of Human Resource Management, 14(6), 981-1000.

Li, J., Laurence, G. A., & Blume, B. D. (2018). How does supervisor-focused procedural justice explain the effects of person-focused leadership? The moderating role of leader-referenced relational-self. European Journal of Work and Organizational Psychology, 27(3), 387-399.

Lockwood, N. (2006). Maximizing human capital: demonstrating HR value with key performance indicators. Retrieved November 10, 2010.

London, M., Mone, E. M., & Scott, J. C. (2004). Performance management and assessment: Methods for improved rater accuracy and employee goal setting. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 43(4), 319-336.

Martin, A. (2015). ScienceDirect Talent Management : Preparing a “ Ready ” agile workforce. International Journal of Pediatrics and Adolescent Medicine, 2(3–4), 112–116. https://doi.org/10.1016/j.ijpam.2015.10.002.

Messick, D. M. & Kramer, R. M. (2004). The Psychology of Leadership: New Perspectives and Research. Lawrence Erlbaum Associates, Publishers. New Jersey.

Michaels, E., Handfield-Jones, H., & Axelrod, B. (2001). The war for talent. Harvard Business Press.

Mugenda, O. M., & Mugenda, A. G. (2003). Research methods quantitative and qualitative approaches.

Murthy, P. S. (2010). Next Generation Talent Management-Perceptions. Social Science Research Network.

Nijs, S., Gallardo-Gallardo, E., Dries, N. & Sels, L. (2014). A multidisciplinary review into the definition, operationalization and measurement of talent. Journal of World Business, 49 (2): 180-191.

Obisi, C. (2011). Employee training and development in Nigerian organisaitons: Some observations and agenda for research. Australian Journal of Business and Management Research, 1(9), 82.

Pallangyo, W. A. (2009). Impacts of the Local Government Reform Programme On Local Authorities' Human Resource Capacity in Tanzania (Doctoral dissertation, The University of Manchester).

Pratoom, K. (2018). Differential Relationship of Person-and Task-Focused Leadership to Team Effectiveness: A Meta-Analysis of Moderators. Human Resource Development Review, 17(4), 393-439.

Rohitarachoon, P., & Hossain, F. (2012). Decentralized Recruitment and Selection in Thailand: Friend or Foe to Local Public Administration?. International Journal of Public Administration, 35(8), 553-561.

Schaufeli, W. B., Bakker, A. B., Journal, S., & May, N. (2016). Multi-Sample Study Job demands , job resources , and their relationship with burnout and, 25(3), 293–315. https://doi.org/10.1002/job.248

Sherman, R. O., & Bishop, M. (2007). The role of nurse educators in grooming future nurse leaders. Journal of Nursing Education, 46(7).

Silzer, R., & Dowell, B. E. (2010). Strategic talent management matters. Strategy-driven talent management: A leadership imperative, 3-72.

Tansley, C. (2011), what do we mean by the term “talent” in talent management? Industrial and Commercial Training, 43, 266–274.

Ulrich, D. (2011). Integrated talent management. The executive guide to integrated talent management, 189-211.

Van Wart, M. (1998). “Organizational Investment in Employee Development,” In S. Condrey (Eds.), Handbook of Human Resource Management in Government, San Francisco: Jossey-Bass Publishers, 276-297.

Wellins, R. S., Smith, A. B., & Erker, S. (2009). Nine best practices for effective talent management. Development dimensions international, 1-14.

Whitener, E. M. (2001). Do “high commitment” human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modeling. Journal of management, 27(5), 515-535.

Yusuph, M. L., & Guohua, W. (2017) Challenges for Implementing New Public Management Reforms in Local Government in Tanzania: Evidence from Six Selected Local Government Authorities.

Zhang, J., Ahammad, M. F., Tarba, S., Cooper, C. L., Glaister, K. W., & Wang, J. (2015). The effect of leadership style on talent retention during merger and acquisition integration: Evidence from China. The International Journal of Hum




DOI: https://doi.org/10.5296/jpag.v10i3.17369

Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

Journal of Public Administration and Governance  ISSN 2161-7104

Copyright © Macrothink Institute

'Macrothink Institute' is a trademark of Macrothink Institute, Inc.

To make sure that you can receive messages from us, please add the 'macrothink.org' domain to your e-mail 'safe list'. If you do not receive e-mail in your 'inbox', check your 'bulk mail' or 'junk mail' folders.