Talent Management, Work Place Diversity Management, Employee Commitment And Job Performance In The Humanitarian Sector Of Democratic Republic Of Congo (Drc)

Abstract

The study assessed the relationship between Talent management, Workplace diversity management, Employee commitment and Job performance in the Humanitarian Sector of Democratic Republic of Congo. The study was guided by the following objectives; to ascertain the relationship between Talent management and Job performance in the Humanitarian Sector, to ascertain the relationship between Talent management, Employee commitment and Job performance in the Humanitarian Sector, to determine the relationship between Workplace diversity management, Employee commitment and Job performance in the Humanitarian Sector, to establish the relationship between Workplace diversity management on Job performance in the Humanitarian Sector and to examine the factor structure of Talent management, Workplace diversity management and Employee commitment on Job performance in the Humanitarian Sector. This study adopted descriptive research design, specifically cross-sectional survey design using both the quantitative and qualitative methods of data collection. A sample size of 224 was determined from a population of 295 using Krejcie & Morgan (1970). Purposive and simple random sampling techniques were used to select the respondents from the selected 2 humanitarian organisations and data was coded, edited and analyzed using IBM SPSS statistics version. 23 and presented using descriptive analysis and inferential statistical options. The correlation results indicated a significant positive relationship between talent management and job performance (Pearson correlation of .638 and P-value < 0.01); a significant positive relationship between talent management, and employee commitment (r = .560, P-value < 0.01) and a significant positive relationship between employee commitment and job performance (r = .607, P-value < 0.01); a moderately positive and significant relationship between workplace diversity management, employee commitment (r = .592, P-value < 0.01) and a moderately positive and significant relationship between workplace diversity management, employee commitment (r = .592, P-value < 0.01). Coefficient findings indicated that talent management has a major effect on job performance as it gave a coefficient value of 0.552 and a significance level of 0.000. Similarly, workplace diversity management has a significant impact on job performance with a coefficient value of .482 and a significance level of 0.000. However, employee commitment has a less impact on job performance with a coefficient value of .229 and a significance level of 0.000. The study concludes that talent management as a factor is a significant predictor of job performance in the selected humanitarian organisations of DRC, improved talent management, leads to commitment of the staff which ultimately leads to improved job performance in the selected humanitarian organisations of DRC. Improved workplace diversity management practices lead to improved job performance in the selected humanitarian organisations of DRC. It was recommended that humanitarian organisations to pay attention for talented employees and to invest in talent attraction and retention which are some of the most important companies’ assets, The humanitarian organisations should offer salaries and incentives that are suitable to employees’ competencies to retain talented employees, keep them and reduce their turn over, Humanitarian organisation should attract and select talents internally recruitment, from the already existing employees before attracting and selecting new talents. The humanitarian organisations in DRC should embrace the involvement of younger employees in decision making since based on the current generation are open to technology and new ways of carrying out their jobs easily and quickly while older employees may be less effective due to deteriorating strength owing to age.