Talent Management Strategies and Their Role in Sustaining Operational Performance: An Analytical Study in the Ready-Made Clothing Factory in Najaf
DOI:
https://doi.org/10.65080/ajbmss.v1i2.37Keywords:
Survey questionnaire, sample size, ranking technique, talent management strategies, operational performance, SPSSAbstract
Aims and Objectives: The study aims to examine the role of talent management strategies in sustaining operational performance at the Ready-Made Clothing Factory in Najaf Al-Ashraf. Data were collected using a survey questionnaire, which served as the primary research instrument. The sample consisted of 40 employees at various managerial levels. While this sample size may appear small and is often used in pilot studies, it is appropriate given the actual size of the factory under investigation.
Methodology: The data were analyzed using descriptive statistics, Pearson correlation, and simple linear regression techniques via SPSS software. The ranking of the talent management strategy dimensions and operational performance dimensions was determined by calculating the mean scores for each dimension based on the respondents’ answers on a five-point Likert scale.
Results: The results indicated that among the talent management strategies, talent attraction ranked first, followed by career succession and then talent development. Regarding operational performance, delivery ranked first, followed by quality, cost, and flexibility. The findings revealed a statistically significant positive correlation and impact between talent management strategies and the dimensions of operational performance.
Conclusion: The study recommends that the factory’s management enhance internal communication, develop strategies for attracting talented individuals, and invest in modern technologies to improve operational outcomes. Due to the limited sample size, which aligns with the factory's workforce, further research with larger and more diverse samples is recommended to validate and generalize the findings.
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