The relationship between talent management, transformational leadership and work engagement: An automotive artisan perspective

Pieter K Smit,Catharina E Van Hoek,Cecile M Schultz

doi:10.4102/sajhrm.v19i0.1578

Abstract

Orientation: Understanding the relationship between talent management, transformational leadership and work engagement from an automotive artisan perspective within South Africa.Research purpose: The purpose was to determine the relationship between talent management, transformational leadership and work engagement from an automotive artisan perspective within South Africa.Motivation of the study: Most talent management focuses on understanding the role of the manager, with very little research being dedicated to understanding the effect of talent management on work engagement and transformational leadership amongst South African artisans.Research approach/design and method: A survey was conducted amongst a non-probability sample of 609 artisans from a population of 1045 artisans. A quantitative research approach was used, and structural equation modelling was used to analyse the data.Main findings: The results showed that talent management acted as a mediator between the transformational leadership and work engagement of artisans in the automotive industry. There were positive relationships between talent management and work engagement and between talent management and transformational leadership, but not between transformational leadership and work engagement.Practical and managerial implications: A strategic approach should be implemented that will drive a talent management process with clear rewards and recognition for all stakeholders. This approach should be a part of the business rhythm, business agendas, organisational processes and culture of the industry. Should talent management, as a mediator, not form a part of work engagement and transformational leadership in the automotive industry, these variables will not function properly.Contribution/value addition: Talent management offers a bridge between the two variables of transformational leadership and work engagement. It was clear in this study that a focus on talent management within the automotive industry is pivotal.

Highlights

Background and contextualisation of the studySharma and Naude (2021) state that the South African automotive industry, which is the most significant sector in the South African economy, needs to function efficiently to compete globally
The data show that most respondents were Africans with 43.64%, followed by their white counterparts with 31.74%, mixed races represented 15.87% and the remaining 876% represented Indian participants
The purpose was to determine the relationship between talent management, transformational leadership and work engagement from an automotive artisan perspective within South Africa

Summary

Introduction

Sharma and Naude (2021) state that the South African automotive industry, which is the most significant sector in the South African economy, needs to function efficiently to compete globally. The automotive industry is currently a significant contributor to South African GDP (6.8%), with 110 000 people employed across vehicle and component manufacturers. It has an estimated indirect impact on 1.5 million people (BusinessTech, 2021). In South Africa, the artisan occupation is facing two important issues: the need for expansion and the need for transformation (Teti, 2016). There are widespread claims of a shortage of artisans in South Africa as well as a general agreement that artisan development is crucial (Wildschut & Ralphs, 2016)

Methods

Results

Discussion

Conclusion