There is no question that effective talent management requires a well-defined process. Talent management includes all talent processes needed to optimise people within an organization. The processes include: attracting, recruiting targeted selection, performance management, succession planning, talent reviews, development planning and support, career development, and workforce planning. The hired employees should be developed to mould into the organization culture so that they support the vision and mission of the organization. Retention of key employee is critical to the long term success of business as it ensures customer satisfaction, product sales, and satisfied co-workers, reporting staff, effective succession planning and a deeply embedded organisational knowledge and learning culture. iii The research problem in this study was to investigate how successfully Talent Management and Employee Retention strategies been implemented at the Bank of Zambia. To achieve this objective a comprehensive study was undertaken on talent management and employee retention. The study involved conducting a literature survey to understand the processes that are necessary for implementation of talent management and employee retention in an organization. An empirical study was later conducted to investigate whether the processes of talent management and employee retention have been successfully implemented at the Bank of Zambia. The survey was compared to the literature review to determine whether the Bank of Zambia complied with the findings in the literature review. The main findings from this research are that for talent management to be successful, the initial step of planning right from the strategic point of aligning to talent goals to business goals through to succession planning should be well conducted. This process needed special attention. As much as the empirical study showed a case of progress towards engagement, there was concern raised regarding job security. Some employees perceived that they were insecure in their job. Compensation and rewards were also perceived to lack equity in their distribution and that promotion and career progression were below expectation for may employees The final observation from the investigation was that the organizational culture was not well adopted by respondents. . Employees perceived that the culture did not support innovation and the rewards system did not provide incentives for better performance.

The efficiency and effectiveness of any library in delivering quality services to clients is not only dependent on how skilled the librarians are but also on how motivated they are. This study investigated factors which affect motivation of librarians in Central and Copperbelt Provinces of Zambia. The study was a survey design involving questionnaires and interview technique to obtain information. A whole population of 100 respondents was used to collect data. The survey combined qualitative and quantitative methods, qualitative data obtained from interviews were analysed by coding and regrouping similar themes using constant comparative techniques. Quantitative data from questionnaires were analysed by using statistical package for social sciences (SPSS). Study findings indicated that there were various factors which motivated librarians to do more work such as responsibilities, good salary, promotion and work achievement. However, further revelation showed that there is still need to reinforce these factors to enhance more motivation of librarians. / Information Science / M.A. (Information Science)

The efficiency and effectiveness of any library in delivering quality services to clients is not only dependent on how skilled the librarians are but also on how motivated they are. This study investigated factors which affect motivation of librarians in Central and Copperbelt Provinces of Zambia. The study was a survey design involving questionnaires and interview technique to obtain information. A whole population of 100 respondents was used to collect data. The survey combined qualitative and quantitative methods, qualitative data obtained from interviews were analysed by coding and regrouping similar themes using constant comparative techniques. Quantitative data from questionnaires were analysed by using statistical package for social sciences (SPSS). Study findings indicated that there were various factors which motivated librarians to do more work such as responsibilities, good salary, promotion and work achievement. However, further revelation showed that there is still need to reinforce these factors to enhance more motivation of librarians. / Information Science / M. A. (Information Science)

The purpose of this empirical study was to establish how school managers address the problem of teacher attrition in public secondary schools in Zambia with a view of developing strategies that may be used to reduce teacher attrition in schools. The objectives of the study were to examine how teacher attrition affects the functioning of public secondary schools; find out which factors influence teacher attrition in public secondary schools; and determine and describe which measures are used to sustain teacher retention in public secondary schools. The study adopted a case study design employing mainly the qualitative approach of data collection and analysis. However, quantitative methods of data collection and analysis were also employed to a lesser extent to complement the qualitative aspect. The data were collected through interviews and questionnaires. The sample consisted of 33 participants comprising 30 school managers and three (3) district education board Secretaries from Chongwe, Lusaka and Kafue Districts of Lusaka province. The qualitative data were analysed using thematic analysis while the quantitative data were analysed using the Statistical Package for Social Sciences (SPSS) Version 20 to generate descriptive statistics. The findings revealed that teacher attrition positively correlates to poor staffing levels and poor student achievement (r=0.812). The study further established factors influencing teacher attrition in public secondary schools as being poor working conditions, lack of administrative support, low salaries, low social status accorded to teachers and lack of continuous professional development were among the major causes of teacher attrition. In terms of measures used by school managers in addressing the issue of teacher attrition, these include: high salaries, reduced workload, adequate administrative support, fair promotion and fair treatment, participatory decision making, and creating a positive school climate. Basing on the study findings, the following recommendations are made; that school managers should coordinate organisation climate, that is, they should start with transformation of their individual school’s organisational climate in order to create an enabling atmosphere which reduces teacher attrition. School managers should effect strategies for teacher retention through continuous professional development; they should ensure that all programmes and activities aim at addressing the actual continuous professional development needs of the teachers. School managers should apply sufficient school management support. The MoE provide explicit preparation for school managers by providing and showing them the significance of managing teacher attrition. / Educational Management and Leadership / D. Ed. (Education Management)

The purpose of this study was to explore employee perceptions of performance appraisal in two public Technical Education Vocational Entrepreneurship and Training (TEVET) institutions located in the Southern Province of Zambia. This study followed a quantitative research approach using the census method to obtain data. Seventy-three (73) participants out of a total population of 129 at varying employment levels consented and participated in the study. A 59 item self-administered questionnaire was administered to obtain responses. The main conclusion from this study was that employees held positive attitudes about performance appraisal. The study found that the performance appraisal system was integrated into institutions’ culture and that the respondents were satisfied with the performance appraisal process and that 68% of the respondents agreed that the performance system in their institution was fair. However, concerns about the low frequency of appraisal meetings were noted. The frequency of performance evaluation on how well the employees were meeting their targets was mostly once in a year. This called for urgent attention by the management of the institutions to ensure that at least two appraisals were conducted in a year. The study also found evidence of rating standards varying from supervisor to supervisor. The study recommended that supervisor training in rating formed part a continuous process. These findings and the recommendations in this study are expected to be of benefit to the principals and supervisors in the institutions. The findings of the study contributed to the knowledge in the field of education management and leadership by providing empirical evidence about employee’s perceptions about performance appraisal in the two public TEVET institutions in Zambia. / Educational Leadership and Management / M. Ed. (Educational Management)