Article Per Year (5 Year)
p-Index From 2021 - 2026
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This Author published in this journals
All Journal Airlangga Journal of Innovation Management Priviet Social Sciences Journal
Lamin Saidyjeng
University of The Gambia
Economics, Econometrics & Finance Education Environmental Science Law, Crime, Criminology & Criminal Justice Social Sciences

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Talent management challenges in the Gambian public sector: A qualitative literature-based analysis Lamin Saidyjeng
Priviet Social Sciences Journal Vol. 6 No. 3 (2026): March 2026
Publisher : Privietlab

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55942/pssj.v6i3.1463

Abstract

Talent management is a strategic human resource management (HRM) practice essential for attracting, developing, and retaining skilled employees. In the public sector of developing countries, systemic constraints often undermine effective talent management. This study examines talent management challenges in the Gambian public sector through a qualitative literature‑based analysis. Drawing on peer‑reviewed articles, government policy documents, civil service regulations, and institutional reports, the study employs thematic analysis to identify constraints across the talent management cycle. The findings reveal weak strategic workforce planning, rigid recruitment and promotion systems, inadequate training and development, poor succession planning, chronic retention problems, and institutional and political constraints. A multi‑level typology institutional, organizational, and individual is proposed to structure these challenges. The study is informed by the Resource‑Based View, Institutional Theory, and Public Service Motivation, which together explain how human capital underutilization, regulatory rigidity, and motivational limits interact to shape talent management outcomes. The study contributes a theory‑informed synthesis of talent management constraints and offers policy implications for HRM reforms in the Gambian public sector, including increasing managerial autonomy, strengthening merit‑based practices, and investing in leadership development.
The Impact of Cultural Diversity Management on Employee Satisfaction and Organizational Commitment in Higher Education Lamin SaidyJeng
Airlangga Journal of Innovation Management Vol. 7 No. 2 (2026): Airlangga Journal of Innovation Management
Publisher : Universitas Airlangga

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.20473/ajim.v7i2.86767

Abstract

Cultural diversity has become a defining feature of contemporary higher education institutions, yet the effectiveness of diversity management in developing countries remains insufficiently examined. This study investigates how cultural diversity is perceived and managed at the University of The Gambia, examining relationships between diversity perceptions and employee outcomes. Using a quantitative research design, primary data were collected through a structured survey administered to 151 academic and administrative staff. Data was analyzed using descriptive statistics, Pearson correlation, and multiple regression analysis. Findings indicate that 78.8% of respondents recognize the University of The Gambia as culturally diverse, and 83.4% feel comfortable in cross-cultural interactions. However, only 51.0% agree that performance evaluations are conducted fairly. Correlation analysis revealed significant relationships between diversity management perceptions and job satisfaction (r = .423, p < .01), and between leadership commitment and perceived fairness (r = .512, p < .01). Regression analysis identified leadership commitment as the strongest predictor of perceived fairness (β = .312, p < .001). The study concludes that effective diversity management requires stronger alignment between institutional policies, leadership practices, and transparent procedures. Future research should employ qualitative methods to explore experiences underlying neutral responses and conduct comparative studies across multiple institutions. The findings suggest universities should strengthen leadership capacity for inclusive management and enhance transparency in evaluation and recognition processes.
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