Staff perceptions on talent management and retention: A case of a labour organisation in Gauteng

Abstract

As high turnover is costly and disruptive, all organisations aim to retain talented employees. Talented employees give organisations a competitive advantage in the complex business environment of today. The aim of this article is to report on the employees’ perceptions of talent management retention at a labour organisation in Gauteng. The population comprised 317 permanent staff members, and a convenience sample of 162 was used. A principal factor analysis was employed to determine the main factors, namely, dedication to staff and dedication of staff. Descriptive statistics were used to determine the perceptions of staff members on these two factors. In conclusion, recommendations are offered to labour relations practitioners on how human resource practices can contribute to the fair treatment and retention of talented employees in an organisation.