Talent Management and Performance of Independent Power Producers in Kenya: Evidence from OrPower Limited

Abstract

This study examined the effect of talent management on the performance of independent power producers in Kenya, focusing on OrPower Limited. The paper was developed from the first specific objective of a broader study on strategic human resource management practices and organisational performance. The study was guided by the Resource Based View, Dynamic Capabilities View and Balanced Scorecard model. A descriptive research design was adopted, targeting 75 employees of OrPower Limited, from whom 60 complete questionnaire responses were obtained. Data were analysed using SPSS version 28 through descriptive statistics, Pearson’s correlation and simple regression analysis. Descriptive results indicated that talent management practices were generally well established, with an overall mean of 3.97.