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Talent Management and Employee Commitment Among Academic Staff of Public Tertiary Universities in Rivers State

Elenwo, Patience Kelechi, PhD

Abstract

This study examined the relationship between talent management and employee commitment among academic staff of public tertiary universities in Rivers State, Nigeria. Specifically, the study investigated the relationships between talent attraction and talent development, and affective commitment and professional commitment. The study was anchored on Social Exchange Theory and adopted a cross-sectional research design within the positivist philosophical paradigm. The population comprised 375 academic staff drawn from the University of Port Harcourt, Rivers State University, Ignatius Ajuru University of Education, and the Federal University of Environment and Technology . Data were collected using a structured questionnaire adapted from Collings and Mellahi (2009) for talent management and Meyer and Allen (1991) for employee commitment. The data were analyzed using Kendall's Tau-b correlation coefficient to test the hypotheses. The findings revealed that talent attraction had significant positive relationships with affective commitment (τb = .316, p < .01) and professional commitment (τb = .382, p < .01). Similarly, talent development exhibited significant positive relationships with affective commitment (τb = .621, p < .01) and professional commitment (τb = .550, p < .01), with the strongest association observed between talent development and affective commitment. The study concluded that effective talent management practices significantly enhance employee commitment among academic staff by strengthening both their emotional attachment to their institutions and their dedication to the academic profession. The study therefore recommends that public tertiary institutions strengthen merit-based recruitment processes, position themselves as attractive employers through improved research support and career opportunities, institutionalize continuous staff development programmes, and establish structured career development systems that promote timely promotion, mentoring, research capacity building, and leadership development. These measures will strengthen employee commitment and contribute to improved institutional effectiveness within Nigeria's public higher education sector.

Keywords

Talent management; Talent attraction; Talent development; Employee commitment

References

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