TALENT MANAGEMENT, PERFORMANCE MANAGEMENT, EMPLOYEE RELATIONSAND ORGANIZATIONAL PERFORMANCE A CASE OF UGANDA CIVIL AVIATION AUTHORITY-ENTEBBE

Abstract

ABSTRACT The study was about the talent management, performance management, employee relations and organization performance of Civil Aviation Authority-Entebbe. The study was guided by the following objectives; to investigate the relationship between talent management and organization performance of Civil Aviation Authority-Entebbe, to analyze the relationship between performance management and organization performance of Civil Aviation Authority-Entebbe, to establish the relationship between employee relations and organization performance of Civil Aviation Authority-Entebbe, to examine the factor structure of talent management, performance management, employee relations and organization performance of Civil Aviation Authority-Entebbe. The study used a descriptive and explanatory research design focusing more on the quantitative and qualitative approach and using a sample of 120 respondents through questionnaire and interviews, obtained data which enabled the proper analysis of the sub-themes. The researcher obtained an overall mean of 3.854 and a standard deviation of 1.078. The overall mean of 3.87 implies that respondents agreed to a high degree that talent management influences organization performance. The correlation between Talent Management and Organization Performance is r=0.450, which is significant at the 0.01 level (2-tailed), with a p-value of 0.003. The correlation of 0.450 indicates a moderate positive relationship between Talent Management and Organization Performance. The correlation of 0.367 indicates a moderate positive relationship between Performance Management and Organization Performance. Positive, meaning that better Performance Management is associated with better Organization Performance. The correlation of 0.497 indicates a strong positive relationship between Employee Relations and Organization Performance. Positive, meaning that better Employee Relations are associated with better Organization Performance. Employee Relations (0.407) has the highest impact on Organization Performance, followed by Performance Management (0.266) and Talent Management (0.206). According to the study's findings, talent management has a 40% marginal impact on an organization's performance when taking into account the Pearson Correlation Coefficient of r = 0.40. Taking into account the Pearson Correlation Coefficient of r = 0.367, the study concludes that performance management influences organization performance by 36.7%. Taking into account the Pearson product-moment correlation coefficient of r = 0.497, the study concludes that employee relations influences organization performance by a modest proportion of 49.7% and contributes the largest percentage among the three employee relations that were engaged in the research. The study recommends that the organization should aim at attracting and maintaining skilled workers regardless of openings, understanding whether the company can grow its long-term staff and only recruiting workers who will eventually drive us further.