The role of organisational culture in talent management at selected Johannesburg engineering firms

Abstract

With intense competition for talent globally, more than simply concentrating on traditional aspects like compensation for managing talent is required, and other factors must be considered. Literature suggests that consideration must be given to organisational context when addressing the challenges associated with talent management, where, among other factors, organisational culture can be leveraged to facilitate talent management. Several scholars’ interests have unequivocally focused on exploring talent management practices and the impact of organisational culture on several organisational outcomes. Minimal attention was directed to empirically testing the relationship between organisational culture (OC) and talent management (TM). The literature deficiency in OC and TM in the context of engineering firms in Johannesburg, South Africa, resulted in a gap in the literature. This study aimed to investigate the relationship between OC and elements of TM (recruitment, employee retention and training & development) and to understand the general perceptions of employees regarding cultural practices in their respective organisations. A concurrent mixed method was adopted in this study, with primary data collected through a questionnaire survey from employees in different engineering firms located in Johannesburg. A significant and positive relationship was found between organisational culture and talent management elements. Organisational culture influences talent management; therefore, culture should be considered in strategic decisions. The study demonstrated that organisational culture is crucial in recruiting, retaining, training & developing employees. Hence, organisations need to focus on improving cultural elements to ensure success.