Effect of Talent Calibration on Organizational Performance of Murang’a County Government, Kenya

Abstract

Despite the significant investments made by the Murang’a County Government’s leadership in automating HRM processes, low staff training remains a challenge due to budgetary constraints. According to a report by Murang’a County Government. To determine the effect of talent calibration on organizational performance of Murang’a County Government, Kenya. The study's main theory was Human Capital Theory (HCT). A descriptive research design was used to collect quantitative and qualitative data. The study targeted senior and middle-level management from the 11 departments of Murang’a County Government. They included 11 CECs, 11 chief officers, 26 directors, 38 administrators, and 55 human resource officers. The census method was adopted because the population in question was relatively small to be sampled. Interview guides and structured questionnaires were the main data-collection instruments for the study. This study conducted a pre-test in Nairobi County Government. The study assessed content validity and Cronbach's alpha to test reliability. The analysis of questionnaire data was conducted using SPSS version 23 to generate descriptive and inferential statistics. Frequencies, percentages, means, and standard deviations were among the descriptive statistics examined. The study examined linear regression, including model summary, analysis of variance, and regression weights. In analyzing interview responses, the study used a thematic approach. The study concluded that talent calibration played a significant role in the performance of organizations within the Murang’a County Government. According to the findings of the study, there existed a significant effect between talent assessments, talent reviews, competency evaluations, and provision of learning and training that met employees’ needs on one hand, and increased productivity, accountability, and improved service delivery among employees on the other hand. The human resource department needs to put in place an official succession planning mechanism to ensure continuity and prevent the loss of organizational knowledge. It is critical for high-potential staff members to be identified earlier on and for mechanisms to be put in place to develop their careers through mentoring and leadership training programs.