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The importance of linking leadership to talent management is a priority for the Mauritian economy at a time when the economy shifts from the industrial and labour-intensive sector to a services and knowledge-based economy. There is a necessity to link leadership to talent management where local managers are in need of improving their leadership abilities and develop the talent that their organisations may in turn depend upon. It is not merely learning or getting trained in leadership that matters but, more importantly, the need to generate talent from effective leadership strategies. This research article firstly explains the importance of leadership linked with talent. The text then focuses on innovative practices that selected Mauritian companies have undertaken and where talent leadership matters. From this standpoint, the researcher selects effective leadership strategies that might be much needed based from practices that are successful abroad and have positively impacted on the international context. The research emphasises new coaching methodologies linked with the development of leadership talent. Techniques like „coaching outside in coaching inside out‟, „onboarding‟, „pivotal leadership‟, „reinforcement coaching‟, are just new approaches that differ from traditional orientation and that are also much relevant in developing leadership talent in the current and future economic conjecture of Mauritius. They have to be adapted to the Mauritian context. Though the research is not exhaustive and is more focused on qualitative than quantitative interpretation, it sheds light onto the fast-developing concept of talent management in business organisations and the need to link leadership in a more conclusive manner.

This review article follows the author's participation in the International DEASA Conference held in Mauritius in December 2014. There is a growing concern over the years to develop Open and Distance Learning (ODL) in sub-Saharan Africa based upon the fact that all nations are connected to the Internet and related technologies. In this perspective, the objective of encouraging distance learning comes from the fact that it had existed in Mauritius and several other countries in its traditional form through mail and correspondence courses. The fact that such type of education is gaining more recognition today calls the author to reflect upon how suitably distance education could be imparted in sub-Saharan Africa with the knowledge that it is still in its infancy since Africa is in general lagging behind in technology. There is no excuse given that governments in sub-Saharan Africa believe that distance learning helps building capacity in their respective countries and favours the advancement and growth of individuals. Blending both technology and education followed by governing principles of broadening educational access at the tertiary level might improve opportunities for development and growth. Illustrations are taken from different countries which have both met with the challenges and success of distance learning. It is found out that governments in sub-Saharan Africa need to move forward with bolder initiatives to ensure the success of open and distance learning in the region.

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This research work concerns an evaluation of the Employment Relations Act 2008, ERA 2008, from its inception in 2008 up to the present date. Considered as a major revolution in industrial relations, the legislation has met with mitigated results. Firstly, trade unions have contested the legislation in terms of loopholes and inadequacies concerning employee protection. Secondly, the public including people at work are not fully knowledgeable of the legislation because of its complexities and numerous issues that are addressed but not looked into. The assessment of the ERA is seen from the perspectives of employee relations whereby it addresses better the pluralistic perspective since Mauritius, a small-island economy in the Indian Ocean, has maintained its cultural identity of democracy and alongside industrial democracy. The research emphasises that through amendments to the legislation, it is seen that employee relations must sound and dynamic to maintain the concept of industrial democracy and see that employees are better off with the ERA 2008 since it replaced the former Industrial Relations Act (1973).