Talent Management and Employee Performance of Banks in Uromi, Edo State, Nigeria

Abstract

Preliminary observations in the selected financial institutions revealed that most managers do not adequately plan for the career progression of their subordinates, a tendency that may heighten the risk of employee turnover. This study, therefore, examined the relationship between talent management and employee performance in banks located in Uromi, Edo State, Nigeria. The Person–Job Fit Theory ( Parsons, 1909) served as the theoretical underpinning for the study. A survey research design was employed, and data were collected through the administration of structured questionnaires. The study population comprised 93 employees, from which a census sampling technique was adopted. A total of 81 valid responses were analyzed using the Pearson Product Moment Correlation Coefficient. The results indicated a strong and significant positive relationship between succession planning and turnover intention (r = 0.85, exceeding the critical value of r = 0.23). On the basis of these findings, the study concluded that effective talent management significantly enhances employee performance in the banks under study. It is recommended that managers proactively prepare subordinates for future roles, as this practice not only reduces turnover intention but also strengthens organizational sustainability and competitiveness.