Data regarding talent management practices and innovation performance of academic staff in a technology-driven private university

Abstract

The article presented an integrated data on talent management practices and innovation performance of academic staff in a technology-driven private university in Nigeria. The study adopted a quantitative approach with a survey research design to establish the major determinants of talent management practices. The population of this study included academic staff and the use of questionnaire was adopted to elicit from the study population. Data was analysed with the use of structural equation modelling and the field data set is made widely accessible to enable critical or a more comprehensive investigation. The findings identified talent development and retention strategies as predictors for facilitating innovation performance in the sample University. It was recommended that management of the sampled university will consistently need to adopt reliable range of strategies to attract and retain people for excellence performance.

Talent management as a facilitator of organizational intelligence

“…TM is a multidimensional construct comprising two main dimensions. First dimension is potential identification and talent development (Auranzeb & Bhutto, 2016;Chikumbi, 2011;Collings & Mellahi, 2009;Hartmann et al, 2010;Jyoti & Rani, 2014;Lyria et al, 2017;Puvitayaphan, 2008;Salau et al, 2018;Sareen & Mishra, 2016;Singh & Sanjeev, 2017), while second dimension is employee retention and rewards (Auranzeb & Bhutto, 2016;Collings & Mellahi, 2009;Hartmann et al, 2010;Jyoti & Rani, 2014;Lyria et al 2017;Poorhosseinzadeh & Subramaniam, 2012;Puvitayaphan, 2008;Salau et al 2018;Sareen & Mishra, 2016;Singh & Sanjeev, 2017). Measurement scale of Singh and Sanjeev (2017) was adopted in this paper for analyzing construct under study.…”

“…Continuous training is a tool of talent development (Zamcu, 2014). Providing employees with daily job descriptions is also a talent developmental program (Salau et al, 2018). The process of matching and communicating job descriptions to employees is important for creating feedbacks and appraising performance (Chikumbi, 2011).…”

“…Retention is useful to the organization's prosperity through maintaining commitment and setting healthy relationships (Salau et al, 2018). Losing talent needed to achieve corporate objectives is considered as waste (Benn et al, 2014).…”

“…Within current competitive business market, firms are strongly required to match their practices of TM with their goals (Sareen & Mishra, 2016). We have little empirical research on consequences of TM practices on organizational prosperity and development (Salau et al, 2018). More research is needed to investigate on how talent may contribute to organizational intelligence (OI) as a prosperity gate.…”

Endorsing and Reinforcing Gender and Age Stereotypes: The Negative Effect on Self-Rated Leadership Potential for Women and Older Workers

“…In order to maintain competitive advantage, organizations must identify and nurture people with high-potential to drive innovation (Salau et al, 2018), and ultimately succeed leaders (Stadler, 2011). To do this successfully, organizations should be able to identify those with the most leadership potential objectively, free from bias and subjectivity.…”