Talent Management Strategies and Their Role in Sustaining Operational Performance: An Analytical Study in the Ready-Made Clothing Factory in Najaf

Abstract

Abstract
The study aimed to examine the role of talent management strategies in sustaining operational performance at the Ready-Made Clothing Factory in Najaf Al-Ashraf. Operational performance was represented by four dimensions (cost, quality, flexibility, and delivery), while talent management strategies included three dimensions (talent attraction, talent development, and career succession). The study adopted an analytical methodology, utilizing a questionnaire as the primary tool for data collection, with data analysis conducted using SPSS software. A random sample of 40 employees at various managerial levels from the Ready-Made Clothing Factory was selected.

Key findings revealed variations in the prioritization of talent management strategy dimensions within the studied factory. The talent attraction dimension ranked first, followed by career succession in second place, and talent development in third. Additionally, the degree of availability of operational performance dimensions varied, with delivery ranking first, quality second, cost third, and flexibility fourth. The results confirmed a statistically significant positive correlation and impact between talent management strategy dimensions and operational performance dimensions. This indicates that enhancing talent management strategies elevates the level of operational performance quality in the studied factory.

Among the study’s critical recommendations is the necessity for the factory’s management to establish effective internal communication channels to support rapid decision-making, develop appropriate strategies to attract talented individuals, and leverage their ideas through implementation. Furthermore, the factory should allocate a portion of its financial revenues to adopt modern technologies, whose outcomes would positively reflect on its operational outputs.