Global Journal of Management and Business Research, A: Administration and Management, Volume 21 Issue 12

having effective communication and this can be ensured by coaching. One of the important activity in coaching is feedback. To pursue an effective feedback system, managers are supposed to observe and identify behaviors of the people (Mccauley & Wakefield, 2006; Sparrow & Makram, 2015). d) Effect of Mentoring on Employees Performance Developing a talent pool is a continuous process and it includes several practices as it was mentioned above. One of the best practices for the high- potential employees in most organizations is mentoring (Friday & Friday, 2002; Stahl et al., 2012). Mentorship is an activity based on the interpersonal relationship includes encouragement and support. A mentor can be an experienced employee or a manager helps to the less experienced employees and those who labeled as talents (Noe et al., 2012). Even the feedback is needed, the mentor should also be capable to encourage and advise on how to develop themselves through the feedback (Brandt & Brundin, 2007). This type of practices in development process may improve and simplify the development opportunities. A major issue with nurturing talent is that organizations must have the right training and mentoring plans in place (Khatri et al., 2010). Michaels et al. (2001) states the importance ofmentoring in their research, and argue that is valuable for the development of talent. Although mentoring ensures the benefits for the organizations, the number of the companies is not adequate which nominates mentors for their talents. Coaching and mentoring are the closely related terms and important managerial skills. Dessler (2013). clarifies the confusion between these terms by defining Coaching as educating, instructing, and training subordinates and Mentoring refers advising, counseling, and guiding ‖ . He also states that while coaching focuses on teaching short-term job-related skills, mentoring concentrates on helping employees discover their long-term career objectives (Dessler; 2013). e) Employees Performance Employee’s performance is critical to the success of the organization. Organizations should therefore endeavour to invest resources into programmes in order to increase job satisfaction and their employee’s performance. Where there is employee job satisfaction, the tendency is to have low turnover, employee commitment and loyalty. The turnover intention is the degree to which the employees leave the organization. Employees’ Performance, according to Mathis and Jackson (2009), is the presence, timeliness, efficiency, effectiveness, the quality and quantity of the work done. Employee performance, according to Huselid, (1995) is the enhancement of the knowledge, skills, and abilities acquired by employees so that they can perform their duties to achieve organizational goals. Deadrick and Gardner (1997) also intimate that it is the output of an employee for performing his job within a certain period of time. Training and development is an effective tool to equip or propel employees to improve upon their performance. According to Pfeffer (1994), employees that are trained by their organization are able to deliver well and gain competitive advantage. Katcher and Snyder (2003) are of the view that training and development of employees leads to efficient use of new equipment, enables them to deliver better, can be used to replace their supervisors when they retire and become loyal to the organization, thereby reducing employee turnover. In addition, when employees are trained, there is the likelihood that the organization will find it easier to adapt to change and enhance growth of both the employee and the organization. Nel, Van Dyk, Hassbroek, Schultz and Werner (2004) posit that the organization will benefit from training and development of employees because there will be reduction of project failures and defects and there will be minimum supervision as well. f) Theoretical Framework The human capital theory emphasizes talents as an exceptional asset to an organization and based on that relevance, it was chosen as an underpinning theory for the current study. Training development and education are two major successors in human capital theory. It underlines that information, experience, and knowledge employee obtain from training development is a form of valuable capital and a great investment that produces returns (Shultz, 1971; Becker, 1962). There are many studies about the talent management field that uses human capital theory apart from the resource- based view theory. Besides that, human capital theory generally supports and stimulates human capitals or talents to operate freely. According to Becker (1992) “all workers are intrinsically identical” as he attempts to prove that "greater knowledge tends to raise the benefits from specialization, and thus tends to raise the optimal division of labor" This study is anchored on the human capital theory by Becker (1964). This theory postulates that human capital - the composition of employee skills, knowledge, and abilities - is a central driver of employee performance. The theory has been widely used in the field of human resource management (Crook, Todd, Combs, Woehr, & Ketchen, 2011; Fisher, 2009; Lepak & Snell, 1999; Nafukho, Hairston, & Brooks, 2004; Strober, 1990). This theory views human capital as a competitive resource that organizations can invest in and is valued by the organization since it increases productivity (Kessler & Lülfesmann, 2006; Lepak & Snell, 1999; Nafukho, et al., 2004; Strober, 1990). The relevance of this theory is that if organizations pursue goal congruence, and focus more on retaining top performers, the huge amount invested in top performers pays off with long term benefits to the organization. If 26 Global Journal of Management and Business Research Volume XXI Issue XII Version I Year 2021 ( ) A © 2021 Global Journals Effect of Talent Development on Employees Performance; A Case study of Benue State University, Makurdi