How Talent Management Influences Performance of Supermarkets in Western Kenya

Abstract

One major issue faced by supermarkets worldwide is poor business succession planning, which complicates the transfer of leadership, ownership, and management. In Kenya, this challenge is prevalent, with many supermarkets grappling with succession issues. Management problems have contributed to a decline in actual performance, dropping from 7% in 2019 to 6.7% in 2020. Although some studies have addressed business succession planning and performance, research specifically examining these practices in Western Kenya's supermarkets is limited. This study aimed to explore the relationship between talent management (independent variable) and supermarket performance (dependent variable) in Western Kenya. It was grounded in human capital theory, job characteristic theory, and social exchange theory. Using descriptive and explanatory research designs, the study targeted 193 staff, including managerial and technical departmental heads from 62 fully licensed supermarkets in the region. A sample size of 130 was obtained through simple random sampling with the Yamane formula. The study ensured content validity by reassessing the relevance of the data collection tools and construct validity by capturing all constructs in the framework. Reliability was tested using a Cronbach alpha of 0.7. A structured questionnaire collected quantitative data, analyzed with SPSS Software version 22 using descriptive and inferential statistics. The findings indicated that talent management had a moderate positive effect on supermarket performance. The conclusion emphasized the need for organizations to prioritize effective talent management practices to enhance performance. Recommendations included the implementation of talent management strategies and job rotation programs, providing a foundation for further research on this topic among scholars and academicians.