Authors : Rose Muthoni Gitonga; David Kanyanjua

Volume/Issue : Volume 11 - 2026, Issue 9 - September

Google Scholar : https://tinyurl.com/mv4mcpxe

DOI : https://doi.org/10.38124/ijisrt/26sep1074

Note : A published paper may take 4-5 working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and ResearchGate.

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.

Keywords : Employee Development; Independent Power Producers; Organisational Performance; Talent Management.

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