Explore publications.

Entrepreneurial companies depend on their ability to create innovative and improved products and services and be capable of moving quicky in the event of market opportunities. Unless the appropriate people are present and well-managed, competitive advantages become hard to sustain. Lesotho agribusiness companies are not different. The government recognizes agriculture as a very significant sector due to its huge contribution to employment creation. Despite its significance, agricultural companies in Lesotho struggle with several Human Resource Management challenges that stem from both global agricultural trends and Lesotho’s specific context. This article examines these challenges through the lens of selected small scale farms within Maseru District. The findings of the study confirm that HRM challenges in small-scale family-owned farms in Lesotho are consistent with those outlined in broader agricultural literature. Issues such as job insecurity, casual recruitment, limited training, poor performance evaluation, and ineffective communication result in workforce instability and inefficiencies were identified. To address these issues, systematic recruitment practices should also be applied and these farms should implement written employment contracts for enhanced job security. Formal training sessions coupled with collaboration with agricultural schools would improve the skill set of employees.

This study provides a comprehensive review of recent academic literature (from 2017 onwards) that investigates the essential connection between workforce management and strategic business objectives. The review integrates a diverse array of studies that emphasise the complex nature of human capital, which includes employee skills, knowledge, motivation, and engagement, and their influence on organisational performance. A key focus of the discussion is the importance of leadership in establishing a clear strategic vision, nurturing a culture of communication, and encouraging employee participation in decision-making processes. Additionally, the study examines the transformative potential of data-driven human resource practices, such as people analytics, in identifying skill deficiencies, enhancing talent management, and facilitating evidence-based workforce planning. Despite these advancements, challenges like organizational silos, misaligned incentives, and resistance to change continue to pose significant barriers. The findings indicate that effective alignment necessitates a holistic approach that merges strategic HR leadership, continuous professional development, cultural flexibility, and transparent performance management systems. Practical recommendations are provided to assist business leaders and HR professionals in crafting and executing strategies that ensure employees' efforts are intentionally aligned with organisational priorities. The study highlights deficiencies in existing research, especially regarding the variations in alignment strategies across different industries and geographical areas, and advocates for additional empirical investigations to enhance comprehension. In summary, this review underscores that strategically aligned human capital can act as a significant catalyst for innovation, competitiveness, and organisational resilience in today's business environment.

The study aims to investigate the extent to which the concepts of social innovation and talent management will affect the innovation performance of enterprises as a result of the literature studies on the concepts of social innovation and talent management in family businesses in the Marmara Region. A questionnaire consisting of 78 questions was applied to the employees of small, medium and large-sized family businesses operating in the Marmara Region. A total of 460 questionnaires were evaluated. SPSS program was used for the survey results and the answers were analyzed by reliability analysis, factor analysis, correlation analysis and regression analysis methods. With the analysis study, the impact of social innovation and talent management on innovation performance was tried to be determined. As a result, it has been determined that there is a significant relationship between talent management practices and innovation performance. In other words, it has been determined that talent management is a strong factor in increasing the innovation performance of enterprises. In addition, no effect of social innovativeness on innovation performance was observed. In the light of the findings, the results of the research are discussed and recommendations are presented for both managers and academicians.