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A framework for talent management in the higher education sector : a study at a selected university of technology, Western Cape, South Africa
As the worldwide demand for quality higher education seems to be increasing, growing concern for the foreseeable future over the supply and talent retention of researchers and academics has become a major discussion amongst higher education institutions in South Africa Higher Education South Africa (HESA, 2014). Today almost half of South Africa’s population is under 25 years old and 30 percent are under 15 years old (World Bank, 2015:38). While the country is experiencing this demographic window of opportunity, the majority of academics are entering the retirement phase of their careers (HESA, 2014). Under such circumstances, these academic staff will need to be replaced with talented employees thus alerting scholars to investigate the issue. To reach target levels of education and skills development which will promote growth and development of the economy, it will be essential for the country to attract talented academic staff (Zuma, 2014). It is essential for South Africa to attract academic staff in order to enable government to reach target levels of education and skills development which will promote growth and development of the economy (Zuma, 2014). Retaining academic staff will further ensure that tertiary institutions accomplish their visions and missions and thereby becoming centres of excellence (Ng’ethe, Iravo and Namusonge, 2012). In a study by Currie (2006:119) it was found that the financial costs associated in losing experienced academic staff makes it necessary to retain them. Currently, there appears to be limited research studies on talent attraction and retention factors in higher learning institutions. Previous scholars that have attempted to research into talent management components in higher education (Theron, Barkhuizen and du Plesis, 2014) only focused on factors in academic turnover and retention factors while some scholars only researched on intention to quit factors amongst Generation Y academics in higher education (Robyn and du Preez, 2013). The talent management domain is not receiving enough attention and gaps in research seem to exist in the context of talent management system in higher learning institutions. The research focused on the emerging trends relating in the discipline of talent management specifically on talent attraction and retention which have become predominant topics in the higher education. The study provides comprehensive overview of challenges and obstacles that are found in the aspect of talent management within the higher education sector. It is against this background that the primary aim of the researcher was to introduce a framework model to attract and retain talented employees as the means to harness the issue of talent management in the higher education sector.
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