Browsing by Author "AKINTAYO, Christianah Toluwalope"

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    TALENT MANAGEMENT ON EMPLOYEE BEHAVIOURAL OUTCOME: A STUDY ON COVENANT UNIVERSITY, OTA OGUN STATE
    (Covenant University, Ota, 2026-06) AKINTAYO, Christianah Toluwalope; Covenant University, Dissertation
    Talent management has emerged as a strategic human resource management practice for enhancing employee behavioural outcomes and sustaining organisational performance, particularly in higher educational institutions. This study examined the effect of talent management on employee behavioural outcomes among academic staff of Covenant University, Ota, Ogun State, Nigeria. Specifically, the study investigates the influence of talent attraction on turnover retention, the effect of talent identification on innovative work behaviour, the role of talent development on job performance, and the influence of succession planning on employee engagement. The study adopted a positivist research philosophy and a quantitative cross-sectional explanatory survey design. Data were collected from 280 academic staff using a structured questionnaire. The data were analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM) with SmartPLS to test the proposed hypotheses and determine the structural relationships among the study variables. The findings revealed that talent attraction had a significant positive effect on turnover retention, talent identification significantly enhanced innovative work behaviour, talent development positively influenced job performance, and succession planning exerted the strongest positive effect on employee engagement. Overall, the study established that effective talent management practices significantly improve employee behavioural outcomes among academic staff. The findings further demonstrate that organisations that strategically invest in attracting, identifying, developing, and retaining talented employees are more likely to achieve improved employee commitment, innovation, performance, and retention. The study concludes that talent management is a critical strategic mechanism for strengthening employee behavioural outcomes and enhancing institutional effectiveness in higher education. It recommends that university management should strengthen talent attraction strategies, implement transparent talent identification systems, invest continuously in staff development programmes, and institutionalise succession planning policies to sustain employee engagement and organisational competitiveness. The study contributes to the growing body of knowledge on talent management by providing empirical evidence from a Nigerian private university and offers practical implications for human resource practitioners, policymakers seeking to improve workforce performance through integrated talent management practices
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    TALENT MANAGEMENT ON EMPLOYEE BEHAVIOURAL OUTCOME: A STUDY ON COVENANT UNIVERSITY, OTA OGUN STATE
    (Covenant University, Ota, 2026-06) AKINTAYO, Christianah Toluwalope; Covenant University, Dissertation
    Talent management has emerged as a strategic human resource management practice for enhancing employee behavioural outcomes and sustaining organisational performance, particularly in higher educational institutions. This study examined the effect of talent management on employee behavioural outcomes among academic staff of Covenant University, Ota, Ogun State, Nigeria. Specifically, the study investigates the influence of talent attraction on turnover retention, the effect of talent identification on innovative work behaviour, the role of talent development on job performance, and the influence of succession planning on employee engagement. The study adopted a positivist research philosophy and a quantitative cross-sectional explanatory survey design. Data were collected from 280 academic staff using a structured questionnaire. The data were analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM) with SmartPLS to test the proposed hypotheses and determine the structural relationships among the study variables. The findings revealed that talent attraction had a significant positive effect on turnover retention, talent identification significantly enhanced innovative work behaviour, talent development positively influenced job performance, and succession planning exerted the strongest positive effect on employee engagement. Overall, the study established that effective talent management practices significantly improve employee behavioural outcomes among academic staff. The findings further demonstrate that organisations that strategically invest in attracting, identifying, developing, and retaining talented employees are more likely to achieve improved employee commitment, innovation, performance, and retention. The study concludes that talent management is a critical strategic mechanism for strengthening employee behavioural outcomes and enhancing institutional effectiveness in higher education. It recommends that university management should strengthen talent attraction strategies, implement transparent talent identification systems, invest continuously in staff development programmes, and institutionalise succession planning policies to sustain employee engagement and organisational competitiveness. The study contributes to the growing body of knowledge on talent management by providing empirical evidence from a Nigerian private university and offers practical implications for human resource practitioners, policymakers seeking to improve workforce performance through integrated talent management practices
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    TALENT MANAGEMENT ON EMPLOYEE BEHAVIOURAL OUTCOME: A STUDY ON COVENANT UNIVERSITY, OTA OGUN STATE
    (Covenant University, Ota, 2026-06) AKINTAYO, Christianah Toluwalope; Covenant University, Dissertation
    Talent management has emerged as a strategic human resource management practice for enhancing employee behavioural outcomes and sustaining organisational performance, particularly in higher educational institutions. This study examined the effect of talent management on employee behavioural outcomes among academic staff of Covenant University, Ota, Ogun State, Nigeria. Specifically, the study investigates the influence of talent attraction on turnover retention, the effect of talent identification on innovative work behaviour, the role of talent development on job performance, and the influence of succession planning on employee engagement. The study adopted a positivist research philosophy and a quantitative cross-sectional explanatory survey design. Data were collected from 280 academic staff using a structured questionnaire. The data were analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM) with SmartPLS to test the proposed hypotheses and determine the structural relationships among the study variables. The findings revealed that talent attraction had a significant positive effect on turnover retention, talent identification significantly enhanced innovative work behaviour, talent development positively influenced job performance, and succession planning exerted the strongest positive effect on employee engagement. Overall, the study established that effective talent management practices significantly improve employee behavioural outcomes among academic staff. The findings further demonstrate that organisations that strategically invest in attracting, identifying, developing, and retaining talented employees are more likely to achieve improved employee commitment, innovation, performance, and retention. The study concludes that talent management is a critical strategic mechanism for strengthening employee behavioural outcomes and enhancing institutional effectiveness in higher education. It recommends that university management should strengthen talent attraction strategies, implement transparent talent identification systems, invest continuously in staff development programmes, and institutionalise succession planning policies to sustain employee engagement and organisational competitiveness. The study contributes to the growing body of knowledge on talent management by providing empirical evidence from a Nigerian private university and offers practical implications for human resource practitioners, policymakers seeking to improve workforce performance through integrated talent management practices