Abstract:
Ghana in recent times has recorded an increase in the number of multinational companies due to the relative stable nature of the Ghanaian political environment. The presence of these multinational companies continue to put pressure on firms to put in strategies to be able to manage their talents in order not to lose these talents to other firms. This has therefore, necessitated the need for research work to examine the linkage between talent management and organisational performance. The current study therefore, examines talent management strategies and organisational performance. Using the mixed approach, data was collected using questionaire and interview guide. Out of a total population of 514 a sample size of 384 was used for the study. SMART PLS-SEM was used to model the relationship between talent management strategies and organisational performance and the moderating roles of age, gender and job level. Amongst the six talent management strategies employed in the study, three were found to predict organisanisational performance. However, age, gender and job level were found not to moderate the relationship between talent management and organisational performance. The study therefore, concludes that for organisations to record increases in their performance they must engage in performance mangement, succession planning and talent retention practices. Organisations cannot achieve it goals or output may increase or decline depending on how they manage age, gender and job level. It therefore, recommends that managers prioritize succession planning and talent retention. Because these aspects of talent management strategy contribute more to organisational performance of telcos in Ghana.
