Effects of Talent Management Practices on Employee Productivity in Private Hospitals in Nyeri County, Kenya

Abstract

Organizations exist for the purpose of quality performance and at the same time being able to outperform their competitors. Organizations in most cases are able to practice proper talent selection but are unable to manage the talents they acquire. This study therefore sought to assess the effect of talent management practices on the productivity of employees in private hospitals. The study used the following objectives; to investigate the role of communication on employee productivity in private hospitals; establish the role of training on employee productivity in private hospitals; determine the role of performance tracking on employee productivity in private hospitals; and investigate the role of competitive compensation on employee productivity in private hospitals in Nyeri County. The theories underpinning the study were talent DNA model, resource-based view theory and human capital theory. The research used open and close ended questionnaires. For primary data collection, questionnaires were distributed to informants using a drop-and-pick procedure at each private hospital in Nyeri County, Kenya. Secondary data was obtained from published hospital reports. This study adopted a descriptive research design. The research target group was eighty- nine respondents. The collected data was analysed qualitatively and quantitatively with through SPSS version 23. The results were presented descriptively using the average, standard deviation, percentage and frequency. The direction, strength, and significance of the relationship between talent management practices and employee performance in private hospitals were assessed using multiple regression equations and inferential statistics like the correlation coefficient, coefficient of determination R, and P-values. Model fit was evaluated using ANOVA. The results were presented using tables, graphs, percentages and graphs. The results of the research showed that the four variables had a positive relationship with the dependent variable. The p-value for communication was 0.008; p-value for training was 0.036; p-value for performance tracking was 0.134; p-value for competitive compensation was 0.414. Therefore, the study concluded that hospitals should place more emphasis on staff training, which would increase productivity. The study further concluded that communication both upwards and downwards should be done effectively to ensure there was no breakdown in delivery of information. Further the study concluded that regular tracking of performance ensured that employee remained alert and that productivity was enhanced and most importantly competitive compensation was a major factor in ensuring improved employee productivity in hospitals. The study therefore recommends that the hospitals need to put more emphasis on effective communication, emphasize on employee training, have regular review on performance to be able to identify areas of weakness early enough and also ensure that employees are competitively compensated to motivate them work harder and improve performance of hospitals in Nyeri county, and the entire country