Ntaopane, M.A2025-10-132025https://orcid.org/0000-0002-9618-1437http://hdl.handle.net/10394/43661Master of Arts in Public Management and Governance, North-West University-- Potchefstroom CampusThe aim of the study is to investigate the existing talent management practices and challenges in the Ngaka Modiri Molema District Municipality (NMMDM), Republic of South Africa (RSA), with the purpose of developing an integrated talent management implementation framework for capacity development that will enhance the overall organisational performance and provide quality public services to its residents. The study adopted qualitative research methods supplemented by both descriptive and explanatory research designs. As a result, the empirical study involved an in-depth investigation of the factors influencing the current fragmented approach to talent management practices, using personal interviews supported by semi-structured questionnaire as data collection methods. Furthermore, the study triangulated the results obtained from ten (10) participants in the empirical investigation with the theoretical and conceptual foundations of talent management, specifically for capacity development in the local sphere of government. The selection of these participants was based on two factors: (1) their multi-disciplinary experiences and knowledge, which enabled them to provide useful information on human resource management (HRM) practices in NMMDM and (2) their direct involvement in the strategic planning, policymaking, and implementation of public policies and practices related to talent management and capacity development in the NMMDM, which in turn contributed to the development of a talent management implementation framework for the Municipality. The literature review on talent management in the NMMDM uncovered several key findings, including the importance of aligning talent management strategies with organisational goals and the necessity of adopting a holistic approach, that encompasses recruitment of municipal officials, development of skills, retention of officials, and succession planning for talent pool. The theoretical analyses of talent management theories by the researcher brought to light the importance of employee engagement, continuous training and development, performance management, diversity and inclusion, employer - employee relationships, flexible work environments, retention strategies, career management strategies, and leadership involvement. Notably, these findings call for the NMMDM to adopt an integrated talent management framework in order to address the unique challenges facing the institution across different departments. The RSA’s legislative and regulatory framework for capacity development in its local government sphere also underscores the crucial significance of training, development, and adherence to public policies that foster officials’ personal growth, talent recruitment, and retention. This is required by legislative and regulatory prescripts like the Constitution of RSA, 1996, the Local Government: Municipal Systems Act, the Local Government: Municipal Finance Management Act, and the Local Government: Municipal Staff Regulations and many others. The empirical evidence of the study revealed significant challenges in the implementation of talent management practices, such as the absence of a talent management policy, high turnover rates, political interference, a lack of leadership and management support, limited financial resources, inadequate training opportunities, a lack of diversity and inclusion, the absence of career anchors, and a lack of strategic alignment with local governance needs. These findings directly align with the identified problem statement: the lack of an integrated talent management implementation framework in South Africa's local sphere of government hinders effective talent management for capacity development, leading to a fragmented approach. To address this problem, the study proposed the development of a strengthened implementation framework specifically tailored for capacity development in the NMMDM focusing on strategic alignment, employee engagement, diversity, and HRM technological enhancements, aiming to create a cohesive strategy that enhances public service delivery and organisational performance in and by the municipality.enIntegrated talent managementImplementation frameworkCapacity developmentLocal sphere of governmentNMMDMHuman resource managementTheories of talent managementCareer developmentTraining and developmentSuccession planningEmployee engagementPerformance managementRecruitment and selectionOrganisational strategyDiversity and inclusionBest talent management practicesThesis