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

The result in Table 3 established the regression equation as follows: The regression equation established from Table 3 indicated that holding career development, coaching and mentoring to a constant zero, employee performance would be 0.481, a unit increase in career development would lead to increase in employee performance by 0.148 (14.8 %), a unit increase in coaching would lead to increase in employee performance by a factor of 0.292 (29.3 %). Also, a unit increase in mentoring would lead to increase in employee performance by a factor of 0.336 (33.6 %). The significance of the variables was supported by the t- values whose significance values were less than 0.05 which indicates that the variables were statistically significant in influencing the employee performance in Makurdi, Benue State. b) Discussion of Findings Discussion of findings is done according to the three hypotheses formulated and tested in this study as follows: To test the first hypothesis, the strength of the relationship between career development and employee performance was measured by the calculated p-value = 0.023 at a significance level ( α ) of 0.05. Since the computed p-value is less than the significance level ( α ) of 0.05 ( p-value 0.023< α 0.05), the null hypothesis was rejected. Therefore, we conclude that there is positive significant effect of career development on employee performance in Benue State University Makurdi. This finding is in line with previous study by Zheng and Kleiner (2001) which found that career development is perceived like joint effort between the individual employee and the organization and often used to close the gap between current performances and expected future performance. This finding also agrees with Armstrong (2008) who stated that career development is of great importance to both the individual employee and the organization. This is so because there is interaction between the organization for which he/she works and the development of the organization through the employee’s career. To test the second hypothesis, the strength of the relationship between coaching and employee performance was measured by the calculated p-value = 0.000 at a significance level ( α ) of 0.05. Since the computed p-value is less than the significance level ( α ) of 0.05 ( p-value 0.000 < α 0.05), the null hypothesis was rejected and alternate accepted. Therefore, it was concluded that coaching has significant effect on the performance of employees in Benue State University Makurdi. This result supports the findings by a previous study by Zheng and Kleiner (2001) which found that coaching has direct positive effect on employee performance. In order to test the third hypothesis, the strength of the relationship between mentoring and employee performance was measured by the calculated p-value = 0.000 at a significance level ( α ) of 0.05. Since the computed p-value is less than the significance level ( α ) of 0.05 ( p-value 0.000 < α 0.05), the null hypothesis was rejected. Therefore, we conclude that mentoring has significant effect on employee performance in Benue State University Makurdi. The finding of this study agrees with Noe (2012) whose finding stated that while coaching focuses on teaching short-term job-related skills, mentoring concentrates on helping employees discover their long-term career objectives. This finding also agrees with Dessler (2013) who found that mentoring has positive effect on performance of employees. V. C onclusion and R ecommendations The purpose of this study was to investigate the effect of talent development (career development, coaching and mentoring) on employee performance .However, the study focused on Benue State University Makurdi. Accordingly, the results of this study led to the conclusion that talent development has positive significant effect on employee performance, but the study is in contradiction with previous scholars who found coaching to be strongest significantly determinant of employee performance and to have positive impact on employee performance which is contrary to this study. This study found mentoring to be the strongest determinant of employee performance among all the three dimensions of talent development. i. The management of Benue State University Makurdi should create more career development opportunities since career development has the capacity to affect employee performance. ii. Management of Benue State University Makurdi should intensify her efforts in implementing coaching as a strategy of developing talent in the institution. iii. Mentoring is found to have the highest effect on employee performance in Benue State University Makurdi, hence it is recommended that senior staff of Benue State University Makurdi should be approachable and also accept the responsibility of mentoring the upcoming talented young academic and non academic staff. R eferences R éférences R eferencias 1. Armstrong, M. (2008). A Handbook of Human Resource Management Practice. 10 th 2. Asaju K. (2008). Manpower Training and Development: An Essential Tool for Achieving Edition. Kogan page. 28 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 Y = 0.481 + 0.148 X 1 + 0.292 X 2 + 0. 336X 3 Based on findings of the study, the following recommendations are made: