Original Research

Exploring the determinants of an organisational talent culture for a Botswanan local government institution

Refilwe Masale, Emmerentia N. Barkhuizen, Nico E. Schutte
Acta Commercii | Vol 21, No 1 | a892 | DOI: https://doi.org/10.4102/ac.v21i1.892 | © 2021 Refilwe Masale, Emmerentia N. Barkhuizen, Nico E. Schutte | This work is licensed under CC Attribution 4.0
Submitted: 04 August 2020 | Published: 22 July 2021

About the author(s)

Refilwe Masale, Global Innovative Forefront Research Entity, Faculty of Economic and Management Sciences, North-West University, Mmabatho, South Africa
Emmerentia N. Barkhuizen, Global Innovative Forefront Research Entity, Faculty of Economic and Management Sciences, North-West University, Mmabatho, South Africa; and, Department of Industrial Psychology and People Management, College of Economics and Business, University of Johannesburg, Johannesburg, South Africa
Nico E. Schutte, Global Innovative Forefront Research Entity, Faculty of Economic and Management Sciences, North-West University, Mmabatho, South Africa


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Abstract

Orientation: Talented employees are essential for the service performance of local government institutions. Conducive organisational talent cultures can enable talent to deliver value-based services that meet public expectations.

Research purpose: To explore the determinants of an organisational talent culture for a Botswanan local government institution.

Motivation for the study: Research on organisational talent culture determinants in Botswana local government institutions is lacking.

Research design, approach and method: This research adopted a quantitative, cross-sectional research design. A self-developed questionnaire was used to measure the organisational talent culture determinants of a Botswana government institution (N = 405). The data was analysed using SPSS Statistics software. Descriptive statistics, exploratory factor analyses, linear regression analyses and multivariate analysis of variances (MANOVAs) were applied to the data.

Main findings: The factor analyses provided support for six organisational talent culture determinants: leadership talent mindset, success orientation and strategic intent, institutional values, dynamic operational capabilities, administrative governance and general people management practices. The results showed a weak application of all the organisational talent culture determinants. Leadership talent mindset was a significant predictor of organisational talent culture determinants. Significant differences exist between selected organisational culture dimensions based on the demographic characteristics of the participants.

Practical/managerial implications: The vital role of public sector leadership in enabling a conducive organisational talent culture is emphasised.

Contribution/value-add: This research contributed to the limited empirical knowledge on organisational talent culture determinants in public sector institutions.


Keywords

government institutions; institutional values; leadership talent mindset; organisational talent culture; strategic intent

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