Talent management of early career academics in South African Higher Education Institutions

Abstract

Despite a proliferation of talent management practices m the business world, research on this phenomenon and the application thereof in the higher education context remains scarce. The main objective of this research was to explore the talent management practices of early career academics in selected merged South African higher education institutions. More specifically, this research sought to determine the factors that attract early career academics to South African higher education institutions and develop and retain them, as well the causal relationships between these factors. A mixed-method sequential research design was adopted for this research. The sample for the quantitative part of the research consisted of 117 early career academics from selected merged South African higher education institutions. The following questionnaires were administered: the Talent Attraction Measure, the Talent Development Measure, the Talent Retention Diagnostic Tool, the Dispositional Measure of Employability Questionnaire, and the Organisational Commitment Questionnaire. The sample for the qualitative part of this study consisted of23 early career academics of selected merged South African higher education institutions. The data were collected through interviews. The results and findings of the study were as follow: - Career development opportunities and employment branding emerged as the most important factors in attracting early career academics. Traditional factors, such as autonomy, job satisfaction, and work- life balance were indicated as least important for the attraction of early career academics. - The respondents in this study indicated that they have role clarity with regard to the development opportunities needed for their careers, that they were involved in the decision-making regarding their career development, and that they had the opportunity to apply the skills they had learned in their jobs. The results also showed that the early career academics were able to take responsibility for their own career development by displaying high levels of openness to change, optimism, work- and career pro-activity, career motivation, and career resilience. - The results showed that the early career academics were slightly satisfied with their compensation, recognition, and general institutional practices. These findings are concerning,

as this situation may contribute to the turnover intentions of early career academics. Mixed results were obtained regarding management support of early career academics. - The academics who participated in this study did not consider quitting their profession. - The results showed that management support, compensation and recognition, and satisfaction with institutional practices enhance the organisational commitment of early career academics and reduce their turnover intentions. This research makes important contributions to the limited body of knowledge that currently exists on the talent management of early career academics. This study highlights the importance of attraction, development, and retention practices for the effective talent management of early career academics. This results of this research provides useful insights that challenge the tradition practices of human resource management in higher education and the required changes in the talent-management mindset of higher education leaders, who are required to management talent effectively. This research also provides a platform for future researchers to capitalise on the results of the study and expand talent management research to other contexts.