Effect of Talent Management Strategy on Job Satisfaction of Academic Staff in Public Universities, Kenya
Authors
Jomo Kenyatta University of Agriculture and Technology P. O. Box 62000 - 00200, Nairobi (Kenya)
Jomo Kenyatta University of Agriculture and Technology P. O. Box 62000 - 00200, Nairobi (Kenya)
Jomo Kenyatta University of Agriculture and Technology P. O. Box 62000 - 00200, Nairobi (Kenya)
Jomo Kenyatta University of Agriculture and Technology P. O. Box 62000 - 00200, Nairobi (Kenya)
Article Information
DOI: 10.47772/IJRISS.2026.100601197
Subject Category: Management
Volume/Issue: 10/6 | Page No: 17187-17196
Publication Timeline
Submitted: 2026-06-27
Accepted: 2026-07-02
Published: 2026-07-14
Abstract
Job satisfaction among academic staff is essential for enhancing teaching, research, and service delivery in higher education institutions. Talent management strategy has increasingly been recognized as a critical human resource practice for attracting, developing, and retaining competent academic staff. This study sought to establish the effect of talent management strategy on the job satisfaction of academic staff in public universities in Kenya. The study was anchored on Herzberg's Two-Factor Theory and adopted descriptive and correlational research designs. The target population comprised 9,657 academic staff drawn from 38 public chartered universities in Kenya. A sample of 384 respondents was selected using stratified random sampling, of whom 277 returned completed questionnaires, representing a response rate of 72.1%. Primary data were collected using structured questionnaires and analyzed using descriptive statistics, Pearson correlation, and simple linear regression analysis after confirming that the assumptions underlying regression analysis were satisfactorily met. The findings revealed a positive and statistically significant relationship between talent management strategy and job satisfaction (r = 0.563, p < 0.05). Regression results further showed that talent management strategy had a positive and significant effect on job satisfaction (β = 0.606, p < 0.05), explaining 31.7% of the variation in job satisfaction (R² = 0.317). The study concludes that effective talent management strategies significantly enhance the job satisfaction of academic staff in public universities. The study recommends that public universities strengthen talent management practices by investing in structured onboarding programs, continuous professional development, mentorship initiatives, transparent promotion systems, and talent retention strategies to improve job satisfaction among academic staff.
Keywords
Talent management strategy, job satisfaction, academic staff, public universities
Downloads
References
1. Almashyakhi, A. M. (2024). Talent management practices and employee retention: Does it make a difference? Merits, 4(4), 1–10. [Google Scholar] [Crossref]
2. Amadi, V. S. (2024). Key factors influencing job satisfaction among academic staff in the university. Journal of Human Resource and Sustainability Studies, 12, 399–414. [Google Scholar] [Crossref]
3. Barasa, S. O., Majanga, E., & Mukonyi, P. (2025). Work environment as a driver to university academic staff levels of job satisfaction in selected public and private universities in Kenya. African Journal of Empirical Research, 6(4), 570–579. https://doi.org/10.51867/ajernet.6.4.51 [Google Scholar] [Crossref]
4. Barkhuizen, N., & Gumede, B. (2021). Talent management practices and organizational performance in higher education institutions. SA Journal of Human Resource Management, 19, 1–11. [Google Scholar] [Crossref]
5. Commission for University Education. (2023). University statistics (2nd ed.). Nairobi, Kenya. [Google Scholar] [Crossref]
6. Herzberg, F. (1959). The motivation to work (2nd ed.). John Wiley & Sons. [Google Scholar] [Crossref]
7. Kipara, J. K. (2025). Strategies for improving employee job satisfaction in the public sector: A case of Kasulu Town Council, Tanzania. African Quarterly Social Science Review, 2(4), 455–462. [Google Scholar] [Crossref]
8. Maina, C. W. (2020). Factors influencing employee job satisfaction in the higher education sector: A case of administrative staff at Strathmore University, Kenya (Doctoral dissertation, United States International University–Africa). [Google Scholar] [Crossref]
9. Masuku, N. G., Esterhuyzen, E., & Ramajoe, M. G. (2025). Determinants of employee engagement and job satisfaction in a local municipality. SA Journal of Human Resource Management, 23, 2988. [Google Scholar] [Crossref]
10. Mather, M. F., & Bam, N. E. (2025). Factors influencing academic staff satisfaction and retention in higher education: A literature review. European Journal of Education, 60, e70025. https://doi.org/10.1111/ejed.70025 [Google Scholar] [Crossref]
11. Mazlan, N. A., & Jambulingam, M. (2023). Talent retention strategies and employee commitment: A review of contemporary evidence. International Journal of Academic Research in Business and Social Sciences, 13(8), 1234–1248. [Google Scholar] [Crossref]
12. Mgaiwa, S. J. (2021). Academics' job satisfaction in Tanzania's higher education: The role of perceived work environment. Social Sciences & Humanities Open, 4(1), 100143. [Google Scholar] [Crossref]
13. Mwashila, H. M. (2018). The influence of career development on academic staff performance in Kenyan public universities in Coast Region (Doctoral dissertation, University of Nairobi). [Google Scholar] [Crossref]
14. Ruthankoon, R., & Ogunlana, S. O. (2003). Testing Herzberg's two-factor theory in the Thai construction industry. Engineering, Construction and Architectural Management, 10(5), 333–341. [Google Scholar] [Crossref]
15. Sepahvand, R., Khodadadi, M. R., & Aghajani, M. (2021). Talent management and organizational effectiveness: The mediating role of employee engagement. Management Science Letters, 11(5), 1495–1504. [Google Scholar] [Crossref]
Metrics
Views & Downloads
Similar Articles
- The Indirect Effect of Liquidity and Activity on Company Value with Profitability as an Intervening Variable
- Effect of Financial Skills, Knowledge, and Attitude on The Financial Behaviour of Clergy
- A Decade of Review: Trends in Budget Execution and Financial Performance of Development Projects in Tanzania (2014/15-2023/24)
- The Influence of Pre-Project Planning on the Budget Absorption Rate of Public Funded Infrastructure Projects in Kenya a Comparative Case Study of Narok, Migori, and Kisii County Government Projects
- Assessment of Factors Influencing Digital Transformation in Hotels’ Facility Management in Abuja Metropolis, Nigeria