Talent Management and Employee Performance in the Ministry of Information and Communication Technology, Innovation and Youth Affairs in Nairobi City County, Kenya

Abstract

The ICT, Innovation, and Youth Affairs sector's performance is seen as a critical pillar for attaining rapid and sustained economic growth. The sector has lost a significant number of staffs to organizations that are thought to have better working situations, welcome change, and have reasonable wage practices, in addition, firms that foster a performance management culture. This study was therefore considered with the purpose of clarifying the relationship between talent management and employee performance in the Ministry of ICT, Innovation and Youth Affairs in Nairobi County. This study was based on the theories of human capital, Vrooms expectation, resource-based theory, and talent-based theory. A descriptive study design was adopted. Three hundred and thirty two management officials from the Ministry of Information and Communications Technology, Innovation, and Youth Affairs at various levels were the study's target audience. A total of 175 persons were chosen using the stratified random selection method. The primary data for this inquiry was collected via both open and closed ended questionnaires. In order to determine the questionnaire's content validity, supervisors, and specialists were asked to remark on its adequacy. The Cronbach alpha was used to determine the dependability of the variable under consideration. The data from the field was filtered, processed, and cleaned in accordance with the study's goals. The information was coded and examined with the use of the Statistical Package for Social Sciences Version 25.0. It was necessary to observe the quantitative data using descriptive statistics such as the average and standard deviation. The study computed percentages, frequencies, averages, and standard deviations, among other statistics. In order to investigate inferential data, multiple regression analysis was performed. The findings were presented in the form of tables. Thematic analysis was used to assess the qualitative information supplied by the open-ended portions of the questionnaire. According to the findings of the research, rewards have a favorable and statistically significant influence on worker performance at the Ministry of Information and Communications Technology, Innovation, and Youth Affairs. The survey also revealed that the recruitment of talent has a positive and notable impact on the performance of employees in the Ministry of Information and Communications Technology, Innovation, and Youth Affairs. This was ascribed to the positive influence of a competitive total reward strategy, a competitive pay plan, and a competitive benefits package, as well as a fair recruiting method, all of which were implemented. Succession planning, talent attraction, and career management had the greatest influence on employee performance at the Ministry of Information and Communications Technology, Innovation, and Youth Affairs, while rewards had the least impact. Ministries should also give non-monetary rewards to their employees, such as rewards, recognition, and study leave, in addition to monetary compensation. A greater number of retirement payments should be provided to employees in order to increase job stability. Employees will be encouraged to put up more effort in order to reach their goals. According to the survey, in order to successfully harness and use intangible assets obtained during talent attraction, businesses must comprehend the notion of talent management. In order to reduce officers training on their own initiative and with their own resources, the Ministry should enhance money for professional development training opportunities. This will discourage workers depending on the frequency with which it is done. The findings of the study also advise that the Ministry organize career counseling sessions for all of its employees