The Impact of Leadership on Employee Talent Management Strategy to Motivate Performance of the Manufacturing Sector in Harare, Zimbabwe

Abstract

Purpose of study: The study focused on the impact of leadership on employee talent management to achieve goals of organizations in the manufacturing sector in Harare. The manufacturing sector in Zimbabwe is faced with labour migration to other countries in Botswana, South Africa, and Europe, following the deteriorating performance of the economy of the country. Methodology: The study deployed regression analysis to establish the relationship between leadership and talent management to motivate performance of listed companies in Zimbabwe in the manufacturing sector. Main study findings: The study found that components of leadership practices which involves employee talent identification, employee talent satisfaction, employee talent commitment, and employee loyalty had a significant contribution to performance of manufacturing companies in Harare. The study also established the hierarchy of impact of the four variables namely: Employee Satisfaction skill topped the line, followed by employee loyalty skill, then employee commitment and finally employee identification in that order. Main study conclusions and recommendations: The study concludes that leadership practices had a significant relationship with talent management strategies to motivate performance of the manufacturing sector in Harare. The study recommended the use of hierarchy of impact to design training programs to equip leaders in organizations with skills to management talented employees.