Developing local managers in the Ghanaian mining industry: an indigenous talent model

Abstract

Purpose

The purpose of this paper is to provide varied conceptualisation of talent management and development (TMD) by building managerial talent development model that is more appropriate to the context of the Ghanaian gold mining industry.

Design/methodology/approach

The authors use two sets of data – foundation pillars of TMD and industry and definition of TMD. The authors first create a TMD framework by conducting constructive alternative analysis using the TMD foundation pillars that inform local talent situation, and then use the results and evaluation of industry definition of TMD to build the model.

Findings

The authors find that the model departs from the predominantly Western version of human resource management that has characterised TMD in industry. Developed from indigenous perspective, the model is more likely to be effective tool for the development of local managers in industry.

Practical implications

From practical viewpoint, the study has provided insight into understanding of expatriate managers to integrate locally relevant experiences, which are of meaning to trainee managers into their development for successful outcome.

Originality/value

This is the first study which has explored prevailing talent situation and expectations of local managers in the Ghanaian gold mining industry. The constructed model provides an innovative approach for context-specific approach to the development of its local managers to satisfy the mining sector localisation policy.

Citation

Oppong, N.Y. and Gold, J. (2016), "Developing local managers in the Ghanaian mining industry: an indigenous talent model", Journal of Management Development, Vol. 35 No. 3, pp. 341-359. https://doi.org/10.1108/JMD-02-2015-0011