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Talent management impacts on service delivery in the hospitality industry. The aim of the study was to assess the effect of learning and development on service delivery in the hospitality industry in Nyeri County, Kenya. The study employed a cross-sectional survey design to determine the relationship between the variables. The target population was 310 employees of three hotels who comprised of supervisors, room stewards, food and beverage managers, waiters, storekeepers, and chefs in three hospitality establishments in Nyeri County. The research used a stratified sampling technique to select 104 participants for the study.  The main instrument for data collection was a semi-structured questionnaire. The findings of the study revealed that learning and development have a significant and positive influence on service delivery. The study recommends that organizations should stress and develop robust learning and development interventions to mitigate performance-related challenges, realize the desired quality service delivery and stability, and gain a competitive edge. It is hoped and desired that this journal will lead to a supplementary examination of the bene?ts of this refocus on talent and management, including the development of useful de?nitions.     

There are visible challenges with employee development at Telkom Kenya where employees remain in one position for many years with some remaining in the same position until their retirement. Anecdotal evidence suggests that this problem could be linked to the design of the organization, but no systematic study has been conducted to ascertain this claim. This study, therefore, sought to determine the influence of work specialization on employee development at Telkom Kenya Nakuru Branch. The study was guided by the Axiomatic Theory of Organizations. It made use of the correlational research design where all the 51 employees of the Telkom Kenya Nakuru Branch were involved in the census study. Questionnaires were used to collect quantitative data from operational staffs while interview guides were used to gather qualitative data from heads of departments. Quantitative data were analyzed using frequencies, percentages, means, and the multiple regression techniques while qualitative data were analyzed using the thematic content analysis technique. Results showed that work specialization (?= 0.491, p=.000) had a statistically significant and positive influence on the development of employees at TKNB. Based on the findings, the study recommends that the management at TKNB should enhance work specialization by implementing job rotation programs and promoting a match between employees’ skills and their job.

Effective leadership development has eluded many organizations and academia for a long time. Those who have attempted to improve the practice and study of leadership development focus on the same old elements of leadership development. The traditional elements of leadership development that have been studied and implemented previously include: the content of the leadership development programs, the delivery of leadership development programs, the length of the programs and advocating for leadership development programs that are entrenched in leadership theory. Despite numerous studies and implementation of the studies’ findings on leadership development, there exists widespread dissatisfaction with leadership development outcomes. Some scholars have observed that leader developmental readiness may be the missing ingredient in leadership development. Learning goal orientation is one of the five elements of leader developmental readiness. Therefore, this study examines the effect of learning goal orientation on leadership development. The study reveals that learning goal orientation has a significant effect on leadership development, F(1,286) = 62.346, p < 001. In addition, learning goal orientation accounts for 17.9% of the variation in leadership development. Thus, enhancing participants’ learning goal orientation should be part and parcel of any leadership development program in order to improve the effectiveness of leadership development.