Talent Management Strategies and Employees' Job Performance in the Retail Sector of Kwazulu-Natal, South Africa: A Structural Model 

In developing economies such as South Africa, talent management strategies have not been given the deserved attention in academic literature. The conversion of global talent management strategies in the South African economy is affected by provincial and cultural differences. Exploring the influence of talent management strategies on performance could add to the existing knowledge on talent management strategies and performance. A quantitative survey research was adopted. Data was collected from 296 employees in retail stores operating in KwaZulu-Natal using a simple random sampling technique. A self-administered questionnaire was used for data collection. Statistical Package for Social Science (SPSS) version 26 and SmartPLS were valuable in analysing the quantitative data. The study found that talent management strategies and retail stores' performance indicate a significant positive association, since talent management aimed to improve performance and harness the potential of individuals who can add value to an organisation, both in the present and the future. This study recommends that management of the retail stores should engage more effectively in local talent management approaches by promoting a change in mindset through the local sourcing of knowledge.