Talent Management Practices and Performance of MDAs in Uganda

Abstract

This study examined the effect of talent management practices on the performance of Ministries, Departments, and Agencies (MDAs) in Uganda, guided by four objectives focusing on talent acquisition, talent development, performance management, and succession planning. Anchored in a positivist paradigm, the study adopted a sequential explanatory mixed-methods approach using a cross-sectional survey design. Quantitative data were collected from 95 MDAs, representing a 92 percent response rate, and analyzed using Pearson correlation and hierarchical regression techniques. In contrast, qualitative data were analyzed thematically to complement the quantitative results. The regression results indicate that talent acquisition (B = 0.246, p < .01), talent development (B = 0.142, p < .01), and performance management (B = 0.414, p < .01) have positive and statistically significant effects on the performance of MDAs in Uganda, with performance management emerging as the strongest predictor. Succession planning exhibited a negative but statistically insignificant effect on MDA performance (B = ?0.003, p > .05). Overall, the model explains 37.6 percent of the variation in the performance of MDAs (Adjusted R² = .376) and is statistically significant (F = 71.657, p < .01). Based on these findings, the study recommends strengthening merit-based recruitment, continuous staff development, and robust performance management systems, while redesigning succession planning frameworks to enhance their contribution to institutional performance. The study provides empirical evidence to inform human resource policy reforms aimed at improving efficiency, effectiveness, accountability, and fiscal compliance within Uganda’s public sector MDAs.