A Systematic Review of Talent Management and Retention in African Organizations

A Systematic Review of Talent Management and Retention in African Organizations | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Systematic Review A Systematic Review of Talent Management and Retention in African Organizations Yasin Mohamoud, Mekonnen Bogale This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-7792068/v1 This work is licensed under a CC BY 4.0 License Status: Under Revision Version 1 posted 13 You are reading this latest preprint version Abstract Purpose: The goal of this paper is to explain how talent management practices affect the retention of African organizations by organized literature review of the available literature. Methodology and Design : The PRISMA 2020 guidelines were adhered to. This systematic review synthesized 18 empirical and peer-reviewed research articles published between 2019 and 2025, which were sourced from Scopus, ScienceDirect, SpringerLink, and Taylor & Francis. The findings from both qualitative and quantitative studies included in the analysis were analyzed using descriptive content analysis across various African countries and sectors. Results: The paper identifies seven interconnected themes: 1. In this theme, the strategy is characterized by institutional challenges and context; 2. The integration of HR functions is a successful strategy; 3. Retention is contingent upon employee engagement; 4. External disruptions exacerbate precarity and the need for resilient systems; 5. Macro-frameworks and investments are the primary influencers. 6. Persistent cultural and gender barriers impede inclusive talent management, and 7. strategic HR development is a critical element of organizational effectiveness. Originality : This paper provides a comprehensive and timely analysis of talent management and retention practices in African organizations, transcending discussions to emphasize evidence-based actions and persistent obstacles. The paper provides researchers, HR practitioners, and policymakers with valuable insights to develop effective strategies for retaining talent in complex and evolving environments. talent management employee retention human resources management African organizations Figures Figure 1 Figure 2 Figure 3 Figure 4 Figure 5 Figure 6 Introduction Talent management (TM) has consistently attracted attention in both the academic and practitioner literature since McKinsey consultants introduced the term "the war for talent" in 1997 (Kang and Sidhu, 2014; Sonnenberg et al., 2014; Collings and Mellahi, 2009 , as cited in Mensah, 2015 ). The strategic importance of recruiting, developing, and retaining essential human capital to guarantee the organization's competitiveness and sustainability is underscored by the concept of talent management. In spite of the global dissemination of talent management research, it is imperative to contextualize its application in Africa, where organizations encounter exceptional economic, social, and institutional obstacles. Talent management is regarded as a critical strategic issue for managers in global organizations and enterprises on a global scale (Al-Dalahmeh, 2020 ). Strategic talent management is a set of activities and processes that involve the systematic identification of critical positions that differentially contribute to the organization's sustainable competitive advantage, as defined by Collings and Mellahi ( 2009 ). In African organizations, retention challenges are exacerbated by brain drain, higher attrition rates, and a scarcity of skills. Consequently, this strategic lense is crucial. For example, Theron, Barkhuizen, & Du Plessis ( 2014 ) discovered that Higher Education South Africa (HESA) is currently encountering substantial difficulties in retaining essential and talented academic staff (HESA, 2011; Mokoditoa, 2011; Robyn, 2012). The presence of urgent issues in all sectors was demonstrated by a multitude of empirical studies conducted in Africa. As demonstrated by Deloitte's (2015, as cited in Amishila and Bussin, 2021) study, Namibia has been facing substantial obstacles in retaining talent in the majority of its critical sectors. The implementation of personnel management practices and retention strategies can also be used to decrease turnover rates, according to their conclusion. Barkhuizen and Gumede ( 2021 ) found that talent management practices were substantially correlated with job satisfaction and voluntary turnover intentions in government organizations in South Africa. These findings are consistent with Erasmus, Naidoo, and Joubert ( 2017 ), who assert that the conflict for talent continues to be a challenge for numerous organizations, particularly distance education institutions, as they strive to fulfill their mandate. Despite the significant progress that has been made in the conceptualization of talent management, there is still a divide in the integration of talent management practices with retention outcomes in African organizations. As Al-Dalahmeh ( 2020 ) noted, "Despite the significance of talent management, there are still a limited number of research studies in the field, with conceptual research being the most prevalent." This demonstrates the critical importance of systematic evidence from empirical African research. This systematic review aims to elucidate the impact of talent management practices on employee retention in Africa by synthesizing the current literature. It does so by identifying the knowledge deficit for policy and practice and by highlighting various sectors. Research Methodology Research approach This study employed a systematic review of talent management and retention strategies in African organizations. Narrative, scoping, systematic, and meta-analysis reviews are among the numerous types of literature reviews, as per Snyder ( 2019 ). This study employed Systematic Review to ensure a comprehensive, repeatable, and transparent synthesis of the data that supports environmentally responsible business strategies in marketing (Page et al., 2021 ). Systematic reviews are a novel method of influencing theory and practice, as they enhance reliability and reduce bias (Boell & Cescez-Kecmanovic, 2015). Using descriptive content analysis, this review meticulously examined empirical studies of talent management and retention strategies in African organizations. Descriptive content analysis is suitable for the summarization and evaluation of both qualitative and quantitative data, as it does not distort their original meaning and demonstrates a comprehensive understanding of thematic focal areas and emerging trends, as per Elo and Kyngäs ( 2008 ). Tabulation and graphical representations, such as frequency tables and charts, were implemented to visually represent the distribution and characteristics of the literature under investigation in order to enhance clarity and facilitate interpretations (Krippendorff, 2018). Study search and inclusion criteria Table 1 The search parameters in the study investigation Search terms/search query Talent management; employee retention; human resource management; African organizations. Search terms appear in Title; keywords; Abstract Years 2019–2025 Source type Journal Document type Research articles Language English Database engines Scopus; ScienceDirect; SpringerLink; Tylor and Francis Source : Author’s own elaboration (2025) Initially, we conducted a comprehensive search of pertinent research articles that were published between 2019 and 2025. The second limitation was that we restricted our study to search articles and journals that were written in the English language, as shown in Table 1 . As Fig. 1 shows, a total of 102 studies was obtained from Scopus and three publishing databases. They were selected due to their extensive global and regional coverage of scientific journals, conference proceedings, and books, as well as their rigorous content selection and re-evaluation by an independent content selection and advisory board. Additionally, Scopus is one of the largest curated abstract and citation databases (Baas et al., 2020 ). Selection process involved three stages : Identification : 102 papers were identified by retrieving them from the database sources. Screening : Using Zotero reference manager, 1 duplicate was removed. 101 titles and abstracts were screened to check the relevance. Eligibility : The full texts of 93 articles were evaluated; 75 of them were excluded for being conceptual or lacking talent management and retention practice in African organization’s focus. Initially, we included 18 studies. In order to guarantee transparency, rigor, and replicability throughout the process, this review adhered to the PRISMA 2020 guidelines. In order to ensure the quality and relevance of the studies included, the subsequent criteria were implemented: Table 2 Data extraction table: Talent Management and Retention Practices in African Organizations Year Author(s) Study title Publication Journal Country/ Sector Aim/ Objective of the study Methodology/ Design Sample/ Data Source Theoretical Model Used Key Findings/ Results 2020 Nzonzo, & Du Plessis Critical success factors for integrating talent management strategies with wellness interventions SA Journal of Human Resource Management South Africa (Multiple industries) The purpose of this study was to determine the critical success factors that influence the adoption and integration of talent management strategies with wellness interventions. Qualitative 10 HR professionals Danna & Griffin, 1999 model of Health and well-being in the workplace The qualitative findings indicated that the adoption and integration of wellness interventions and talent management strategies were inextricably linked to the organizational environment. Furthermore, the establishment of a talent-wellness organizational culture was the most critical success factor for this study. 2023 Mmatabane et al. The future of talent management in the City of Tshwane Metropolitan Municipality SA Journal of Human Resource Management South Africa (Public sector) The purpose of this study was to explore the perceptions of the future of talent management at the City of Tshwane Metropolitan Municipality from a qualitative perspective. Qualitative 13 HR personnel The study identified and revealed the following themes: recruitment and selection; retention management; and training and development. 2023 Macpherson et al. Talent approaches for the South African automotive industry SA Journal of Human Resource Management South Africa (Automotive industry) This article was aimed at identifying talent management approaches for South African automotive organizations to ensure the availability of talent for Industry 4.0 talent demands. Quantitative 137 HRM & Operations A more comprehensive and focused approach to talent management necessitates a more collaborative effort from key stakeholders within automotive organizations and the automotive industry. 2019 Coetzee et al Perceptions of sacrifice, workplace friendship and career concerns as explanatory mechanisms of employees’ organizational commitment SA Journal of Human Resource Management South Africa (Higher education sector) The aim of the study was to explore the constructs of job-embedded sacrifice, workplace friendship and career concerns as potential underlying explanatory mechanisms of employees’ affective, continuance and normative commitment towards the organisation Quantitative Cross-sectional survey 200 academic & admin staff Organizational Attachment Theory Job–person sacrifice Affective, continuance, and normative commitment were all positively predicted. The variance in affective commitment was influenced by perceptions of friendship opportunity. Affective and normative commitment were significantly influenced by high levels of work-life adjustment career concerns. 2025 Yeboah et al. Effects of employee engagement, marketing innovations and human capital growth integration on strategic brand performance: exploring SMEs in Ghana SN Business & Economics Ghana (SMEs) This study examines how employee engagement, marketing innovation, and human capital growth interact to enhance brand performance in Ghana SMEs Quantitative Cross-sectional survey 400 SME employees Resource-based view Brand performance and marketing innovation are substantially enhanced by employee engagement and human capital growth, with marketing innovation having the most direct impact. Additionally, the effects of employee engagement and human capital growth are mediated by marketing innovation. 2024 Mulat & Gezahagn Industrial promises, employment precarity, and disrupted production in the shadow of global pandemics Discover Sustainability Ethiopia, Hawassa (Industrial Parks – textile and garment) Investigated the impact of global pandemics (covid-19) and compound crisis on production, employment precarity and lived experience of workers with Ethiopian IPs. Qualitative Ethnographic research Not clear Labor Regimes Theory & Global Value Chains (GVC) Literature The reinforcement of precarious livelihoods among HIP workers, which are characterized by increased vulnerability and job insecurity as a result of the pandemic-induced disruptions. Workers at HIP advocate for narratives and strategies to assert their rights and enhance working conditions, in contrast to the state's portrayal of HIP as an emblem of industrial progress. This research emphasizes the necessity of reimagining Africa's industrialization strategy to prioritize the well-being of its labor force in a post-pandemic era. 2022 Gile et al. Human resource management in Ethiopian public hospitals BMC Health Services Research Ethiopia (Public Hospitals) To explore the contextual factors influencing these SHRM challenges of Ethiopian public hospitals Qualitative using e Contextual SHRM framework of Paauwe 15 Public hospitals. 19 CEOs interview & 4 FGD with 38 participants Paauwe Contextual Strategic Human Resource management (SHRM) framework On the supply side, hospitals are in competition for scarce resources, such as qualified professionals. Reporting on demand-side competition for health services, service quality, and service innovation was scarce. The primary institutional mechanism in force was governmental regulations. These regulations also prioritized human resources and were perceived as tightly regulating employee numbers, remuneration, and employment arrangements at the most detailed levels. These regulations were perceived as limiting the autonomy of hospitals in relation to SHRM. One of the concerns that contributed to the decrease in motivation and job satisfaction and the departure of employees was the differences in allowances and external employment arrangements that were induced by regulations. Leaders were perceived as incompetent and incapable when they were unable to effectively address workforce requirements due to the mismatch between regulation and workforce demands. 2025 Dkhili ESG and human capital investment: a moderator effect based on product market competitiveness and corporate reputation in African companies International Journal of Disclosure and Governance 30 African countries (Multiple sectors) This study investigates the relationship between human capital investment and ESG in African firms. The study examines how product market competitiveness and corporate reputation moderate this relationship. Quantitative using panel data analysis 1900 companies, and 24,700 firm year observations Signaling Theory, Resource Dependence Theory, Stakeholder’s theory, and Agency Theory. Corporate investments in human capital are more effective when ESG levels are elevated. Across African companies, product market competitiveness and corporate repute are significant factors in this relationship. The ESG human capital relation is further mediated by technological innovation. The findings emphasize the critical role of ESG in improving the efficiency of human capital, particularly in competitive markets with strong reputations. When they were unable to effectively address workforce requirements, they were deemed incompetent and unable. 2023 Diko & Saxena Antecedents and outcome of employee engagement: Empirical study of Ethiopian public higher education institutions SN Business & Economics Ethiopia (Public Higher Education Institutions) This study investigates the antecedents and outcome of employee engagement in Ethiopian public higher education institutions context Quantitative Two stages of SEM using AMOS 24.0 442 Academic employees working in 8 public universities Job Demands-Resource (JD-R) theory & Social Exchange Theory (SET) The findings indicated that employee engagement was substantially predicted by all antecedent variables, and that employee engagement had a substantial positive impact on organizational citizenship behavior. Additionally, the effects of antecedent variables on organizational citizenship behavior are partially mediated by employee engagement. 2024 Bawack et al. Digital Platform Continuance During the Great Resignation: Evidence from Knowledge Workers in Europe and Africa Information Systems Frontiers Europe and Africa (Knowledge workers who use digital platforms) This study investigates the effect of organizational support through its practices on digital platform continuance. Quantitative Cross-sectional study 447 Knowledge workers (216 from Europe & 231 from Africa) Organizational support theory (OST) & and information systems (IS) continuance literature The findings indicate that the intentions of knowledge workers to continue using digital platforms after the crisis are significantly influenced by the support provided by direct managers and management-by-objective (MBO). The effect of direct manager support on the continuance of digital platforms is mediated by the perceived utility of these platforms. 2023 Van Der Ross et al. Crossover of Engagement Among Academic Staff and Students During COVID-19 Psychology Research and Behavior Management South Africa (Higher education) To explore the impact of mutual influences among academic staff and students on the engagement of both parties. Quantitative Cross-sectional survey design 160 academic staff & 1594 students Social Exchange Theory, Kahn’s Theory on Personal Engagement and Crossover Theory The emotional engagement of academic staff and the impact of students' lack of reciprocity on student engagement, as well as the influence of interpersonal factors such as high student leader–member exchange. The results also indicated that a deep-learning approach was positively correlated with student engagement, while a surface-learning approach was negatively correlated. Additionally, this investigation discovered a statistically significant positive correlation between the psychological well-being of academic personnel and their emotional engagement. 2025 Tushabe et al. Advancing gender diversity in leadership: the role of work-life balance and gender participation in Ugandan public universities Cogent Social Sciences Uganda (Higher education) Assess the direct and indirect effects of work-life balance in public universities in Uganda, with a mediating role of gender participation. Quantitative Explanatory design 289 employees Congruity theory The results indicated that the representation of women in leadership roles is directly influenced by work-life balance. Furthermore, this relationship was discovered to be mediated by gender participation. These findings underscore the significance of cultivating work environments that are inclusive and supportive, as they facilitate the advancement of women into leadership positions and cater to a variety of requirements. 2025 Nor The effect of training on public service delivery effectiveness in public sector organizations: the mediating role of civil servants’ performance Cogent Social Sciences Somalia (Public sector) The main aim was to evaluate how effective training contributes to civil servants’ performance and the effectiveness of public service delivery. Quantitative Cross-sectional design 100 Federal government civil servants Human Capital Theory The results suggest that civil servants' performance is positively influenced by effective training. Additionally, the study demonstrates that the relationship between effective training and public service delivery effectiveness is mediated by civil servants' performance. 2025 Muchowe et al. The moderating role of HR analytics on the effects of high-performance work systems on the productivity of manufacturing SMEs in Harare CBD Cogent Business & Management Zimbabwe (Manufacturing SMEs) The study investigates the moderating role of HR Analytics on the effects of high-performance work systems on the productivity of manufacturing SMEs in Harare CBD. Quantitative cross-sectional research design 276 respondents from 50 manufacturing SMEs Human Capital Theory The research indicates that productivity is enhanced by the integration of HR Analytics and HPWS. This study contributes to the existing corpus of knowledge by demonstrating that HR analytics is essential for optimizing the productivity benefits of HPWS in SMEs. 2024 ChaaCha Key competencies for academic employees in the current dynamic higher education environment Cogent Education South Africa (Higher education) The study aimed to conceptualize the key competencies for academic employees in the current dynamic South African higher education environment. Qualitative research design 31 participants The three-step academic employee competence model. The study's results emphasize the necessity for academic institutions and practitioners to ensure that the development of academic employees is in accordance with the strategic imperatives of institutions, employees, and stakeholders. 2023 Boateng et al. Human capital planning of universities in Ghana: A comparative analysis of the University of Cape Coast and University of Education, Winneba Cogent Business & Management Ghana (Higher education) The study investigated the status of human capital planning (HCP) at the University of Cape Coast (UCC) and the University of Education, Winneba (UEW), both in the Central Region of Ghana. Quantitative Descriptive research design 138 Human Capital Theory & Screening Theory The two institutions exhibit no substantial distinctions, as the emphasis on the various factors of the HCP process was consistent between the two. 2023 Akwei & Nwachukwu An exploration of contextual factors affecting the nexus of competitive strategy and human resource management practices in Nigeria emerging economy context The International Journal of Human Resource Management Nigeria (medium-sized enterprises across multiple industries) This study explores the moderating influence of contextual factors on the nexus of competitive strategy (CS) and human resource management practices (HRMPs) in Nigeria. Qualitative Case study design 30 (15 top level management & 15 HR professionals) Comparative Institutional Theory; Social Institutional Theory; Thematic analysis was employed to analyze the data that was generated. We identify six primary contextual factors: culture and value system, religion, ethnicity and linguistic affinity, economic factors, politics and governmental policies, quality of education and low-skilled workforce, and the processes by which these factors influence the CS–HRMP nexus in Nigeria. 2024 Adisa et al Seen but not heard: the voice of women at work and the mediating role of culture The International Journal of Human Resource Management Nigeria (Workplace context – general) This article examines the cultural factors that shape female employee voice behavior in Nigerian workplaces. Qualitative Multiple case study 52 participants Hofstede’s Cultural Dimension Theory & Feminist theory perspective of Patriarchy The results underscore a system of gender inequality and patriarchal hegemony that presents a challenge for female laborers in terms of voice behavior. The results also indicate that female employees are encouraged to maintain silence by contextualized religious norms and doctrines. Findings Table 2 provided a summary of the empirical studies that were included, including the research objectives, design, sample, theoretical model employed, and findings of the studies. The evaluation of the studies included in the analysis demonstrates that there are numerous critical and interconnected themes regarding talent management and retention strategies in African organizations. The synthesis emphasizes that these strategies are not capable of being implemented in a vacuum; rather, they are intricately linked to the context by sector-specific constraints, cultural norms, and macroeconomic factors. Context is dominant, in this theme sector and institutional challenges describe the strategy . Government rules and regulations significantly restrict talent management and retention strategies in public sectors and higher education institutions. Gile et al. ( 2022 ) discovered that these regulations were perceived as restricting the autonomy of Ethiopian hospitals with respect to HR decisions, such as remuneration and hiring, which substantially demotivates staff and increases turnover. In the same vein, research conducted at higher education institutions (Boateng et al., 2023 ; Coetzee et al., 2019 ) underscores the challenges associated with the effective planning of human capital and the preservation of organizational commitment within bureaucratic systems. This demonstrates that industries require the promotion of non-financial retention strategies that encourage friendship and sacrifice, as well as increased managerial flexibility (Coetzee et al., 2019 ). The integration of HR functions is a successful strategy. Talent management is incapable of functioning autonomously. Its success is contingent upon its integration with other HR and organizational functions. The incorporation and integration of wellness interventions and talent management strategies were inextricably linked to the organizational environment, as Nzonzo and Du Plessis ( 2020 ) indicated. This environment is essential for the establishment of a supportive setting. Furthermore, Macperson et al. (2023), referred to as a "more comprehensive and focused approach," require departmental collaboration to satisfy future talent requirements. Muchowe et al. ( 2025 ) also presented forward-thinking evidence that the integration of HR Analytics and HPWS enhances productivity, demonstrating that the data-driven mix of practices is a potent mechanism for optimizing talent. Retention is contingent upon employee engagement . Numerous studies have verified that employee engagement is a critical factor in the mediation of performance and retention. According to Diko and Saxena ( 2023 ) and Bawack et al. ( 2024 ), engagement is significantly influenced by the support provided by direct administrators and the availability of sufficient job resources. Van Der Ross et al. ( 2023 ) employed crossover theory to illustrate the mutually supportive nature of engagement between academic staff and students, emphasizing the importance of positive social exchange. Yeboah et al. ( 2025 ) demonstrated that employees will be more engaged when they are involved in the development and contribution to the success of the brand by combining engagement with human capital growth and innovation. External disruptions exacerbate precarity and the necessity of resilient systems . A magnificent specimen of the current vulnerabilities was represented by the Covid-19 pandemic. Mulat and Gezahagn ( 2024 ) demonstrated the stark contrast between the state's narratives and the living experiences of workers in Ethiopian industrial parks, which reinforced precarious livelihoods and job insecurities. However, the adoption of digital platforms was augmented by the pandemic. Bawack et al. ( 2024 ) discovered that the sustainability of these digital platforms necessitates organizational support. This demonstrates that resilient talent management strategies must account for external disruptions by implementing precarity mitigation measures and supporting adaptations through strong leadership and tools. The primary influencers are macro-frameworks and investments. Dkhili ( 2025 ) provided compelling evidence from 30 African countries at the macro level that corporate investments in human capital are more effective when ESG levels are elevated. Competitive markets and solid corporate reputation exacerbate this relationship, rendering ESG not only a cost but also a strategic level of talent efficiency and investment attraction. Inclusive talent management is hindered by persistent cultural and gender barriers. Talent management strategies consistently miss the mark in terms of addressing deeply rooted norms. Akwei and Nwachukwu ( 2023 ) identified six processes that influence the CS–HRMP nexus in Nigeria: culture and value system, religion, ethnicity and linguistic affinity, economic variables, politics and governmental policies, quality of education, and low-skilled workforce. Adisa et al. ( 2024 ) more likely emphasize a system of gender inequality and patriarchal hegemony that presents a challenge for female laborers in terms of vocal behavior, while Tushabe et al. ( 2025 ) demonstrate that work-life balance is a direct influencer of women's leadership roles. This emphasizes the necessity of deliberate, culturally nuanced initiatives to promote diversity, equity, and inclusion in retention and talent management strategies. In the public and higher education sectors, strategic HR development is a critical component of organizational effectiveness. In his qualitative study of municipalities in South Africa, Mmatabane et al ( 2023 ) emphasized the importance of talent management, specifically recruitment, retention, and training, as a fundamental component of the development of public sector capacity. Nor ( 2025 ) also corroborated in his qualitative study of the Somali public sector that effective training directly enhances the performance of civil servants, thereby serving as a mediating factor in the enhancement of public service delivery. The study of ChaaCha ( 2024 ) in South African higher education also asserts that the specific nature of the necessary development is that academic competency models must be aligned with the institutional strategies and stakeholder requirements to ensure that they are relevant in rapidly changing environments. Quality assessment of included studies JBI and its Collaborating Entities are committed to the promotion and support of the synthesis, transfer, and implementation of evidence. This is achieved by identifying feasible, appropriate, meaningful, and effective healthcare practices that can contribute to the global improvement of healthcare outcomes. The conduct of systematic reviews that reflect a broad, inclusive approach to evidence and accommodate a range of diverse questions and study designs is one of our strengths (Aromataris & Munn, 2020 ). Table 3 JBI quality assessment JBI critical appraisal checklist for analytical cross-sectional studies Study title Author (s) Year Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Decision Study 3 Macpherson et al. 2023 u y y y n n y y Include Study 4 Coetzee et al 2019 y y y y y y y y Include Study 5 Yeboah et al. 2025 y y y y y y y y Include Study 9 Diko & Saxena 2023 y y y u n n y y Include Study 10 Bawack et al. 2024 y y y y u n y y Include Study 11 Van Der Ross et al. 2023 y y y y y n y y Include Study 12 Tushabe et al. 2025 y y y n y u y y Include Study 13 Nor 2025 y y y y u n y y Include Study 14 Muchowe et al. 2025 y u y y n n y y Include Study 16 Boateng et al. 2023 y y y y u n y y Include JBI critical appraisal checklist for qualitative studies Study title Author (s) Year Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Decision Study 1 Nzonzo & Du Plessis 2020 y y y y y n u y y y Include Study 2 Mmatabane et al. 2023 y y y y y p u y y y Include Study 6 Mulat & Gezahagn 2024 y y y y y y p y y y Include Study 7 Gile et al. 2022 y y y y y n u y y y Include Study 15 ChaaCha 2024 y y y y y u n y y y Include Study 17 Akwei & Nwachukwu 2023 y y y y y y n y y y Include Study 18 Adisa et al 2024 y y y y y y u y u y Include JBI critical appraisal checklist for cohort studies Study title Author (s) Year Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Decision Study 8 Dkhili, Hichem 2025 n y y y y u y y y y y Include Qx is question x in the CASP checklists. y is the answer “yes”, n is the answer “n” u is the answer “unclear/partial” for questions and N/A is not applicable. Source : adapted by (Moola et al., 2020 ; Lockwood, Munn, & Porritt, 2015) As shown in Table 3 , three distinct JBI assessment instruments were implemented. JBI critical appraisal checklist for cross-sectional studies (Moola et al., 2020 ), JBI critical appraisal checklist for cohort studies (Moola et al., 2020 ), and JBI critical appraisal checklist for qualitative studies (Lockwood, Munn, & Porritt, 2015) were employed to assess the included studies. The evaluation was conducted by two independent assessments. Through dialogue, any discrepancies were compromised. The synthesis and interpretation of the findings were communicated using the appraisal results. Study characteristics Figure 2 indicates that the databases of Scopus-indexed journals other two publishing databases were utilized, as 44.5% of the articles in the 18 included studies were accessed from SpringerLink, 33.3% from ScienceDirect, and 22.2% from Scopus. This suggests that they were robust peer-reviewed articles that were subject to review (Baas et al., 2020 ). Figure 3 indicates that the systematic review is timely and relevant, with a strong concentration of recent studies, as virtually the majority of the studies (33.3%) were published in 2023, followed by 28% in 2025, 22.2% in 2024, 5.5% in 2019, 5.5% in 2020, and 5.5% in 2012. As shown in Fig. 4 , quantitative studies comprised the majority of the included studies (61%), which demonstrated the relevance of positivist approaches in African HRM research. These studies provided generalizable and relevant policies for talent management and retention. However, a significant proportion of 39% was qualitative, which indicates the growing significance of contextual and experiential concepts in comprehending the dynamics of the workforce. The integration of methodologies enhances the evidence base and suggests that future research should be directed toward hybrid designs to address both the complex realities of African organizations and measurable outcomes (Bryman, 2016 ; Creswell & Creswell, 2018 ; Torraco, 2005 ; Aromataris & Munn, 2020 ). As shown in Fig. 5 , the sector distribution of the studies included is depicted in the chart above. Higher education was the most prevalent sector, accounting for 33.5%. The public sector and SMEs each account for 11%, followed by multiple industries at 17%. The remaining sectors were sparse yet extensive, with five sectors each containing one (5.5%). Table 4 Journal distribution of the included studies Journal Frequency Percentage Discover Sustainability 1 5.5 BMC Health Services Research 1 5.5 International Journal of Disclosure and Governance 1 5.5 Information Systems Frontiers 1 5.5 Psychology Research and Behavior Management 1 5.5 Cogent Education 1 5.5 Cogent Business & Management 2 11 Cogent Social Sciences 2 11 SN Business & Economics 2 11 The International Journal of Human Resource Management 2 11 SA Journal of Human Resource Management 4 23 18 100 Source Author’s compilation based on the included studies (2025) As demonstrated in Table 4 , the SA Journal of Human Resource Management accounted for 23% of the included studies, while The International Journal of Human Resource Management, SN Business & Economics, Cogent Social Sciences, and cogent Business & Management each received an equal share of 11%. The remaining six journals received only one study, or 5.5 percent. All of those journals are indexed by Scopus. The chart above (Fig. 6 ) indicates that South Africa conducted 34% of the included studies, followed by Ghana, Ethiopia, Uganda, Nigeria, and mixed African countries, all of which received two out of 18 (11%). Somalia and Zimbabwe received one out of 18 (5.5%). This demonstrates a diverse array of countries represented in African organizations. Conclusions In order to elucidate the influence of talent management practices on employee retention in African organizations, this systematic review paper conducted an analysis of 18 empirical studies. The results demonstrated that effective talent management is profoundly influenced by complex interactions of sector challenges, cultural norms, and macro-economic factors and is not a one-size-fits-all solution (Gile et al., 2022 ; Akwei & Nwachukwu, 2023 ). The clusters that emerged indicated that retention is contingent upon the integration of TM with broader HR and organizational functions, such as wellness and analytics (Nzonzo & Du Plessis, 2020 ; Muchowe et al., 2025 ); fostering employee engagement through supportive environments and resources (Diko & Saxena, 2023 ; Bawack et al., 2024 ); and constructing a resilient system to mitigate external disruptions, such as economic shocks and pandemics (Mulat & Gezahagn, 2024 ). In conclusion, this paper substantiates the strategic imperative of talent management in African organizations, necessitating contextual intelligence, integrated, and resilient methodologies. Recommendations As a result of the study synthesis, the subsequent recommendations were suggested for future research and practice: In order to develop a nuanced TM framework that addresses specific challenges, future research should expand beyond a broad generalization and conduct in-depth, sector-based investigations (e.g., healthcare, agriculture) (Barkhuizen & Gumede, 2021 ). It is imperative that researchers intentionally investigate and cultivate TM methods to actively dismantle cultural and gender-based barriers, thereby fostering gender diversity, gender equity, and inclusion as critical retention strategies (Adisa et al., 2024 ; Tushabe et al., 2025 ). Additional research is required to examine the influence of country policies, ESG commitments, and the economy of the region on the development of organizational talent management practices (Dkhili, 2025 ). Practical Implications The practical implications of the investigation are as follows: Policymakers have the ability to review and reform limited public sector government regulations in order to provide organizations, notably health and education institutions, with greater autonomy over HR decisions and to enhance their talent management agility (Gile et al., 2022 ). In order to enhance employee retention and wellbeing, organizations may establish a talent wellness lifestyle (Nzonzo & Du Plessis, 2020 ). Additionally, organizations may allocate resources to HR analytics in order to assess the influence of productivity on retention and make informed decisions regarding HPWS (Muchowe et al., 2025 ). Organizations may also provide tangible support and encourage employee engagement, which is a critical mediator of retention, by training direct managers (Bawack et al., 2024 ). HR professionals have the ability to develop TM strategies that are both inclusive and resonant within the context. This encompasses the implementation of supportive work-life balance strategies, the establishment of secure methods for employee communication, and the development of distinct strategic competency models for career development (Tushabe et al. 2025 ; Chaacha, 2024 ). Declarations Ethical Approval and Consent to Participate: This investigation is a systematic literature review that is predicated on research articles that were previously published and do not contain primary data. The study does not entail the collection of data from human participants or animals. Consent for Publication: There are no identifiable personal information, images, or videos in this study. Nevertheless, the final version of the manuscript was read and endorsed by all authors, and they have given their consent for its publication in this journal. Clinical trial number not applicable Funding: Not Applicable Author Contribution The review article and its interpretation have been collaboratively developed by Yasin Mohamoud Mohamed and Mekonnen Bogale Abegas. Yasin Mohamoud Mohamed: Database search, data extraction, data synthesis, interpretation and drafting the report. Mekonnen Bogale Abegas: Conceptualization, methodology design, supervision and critical review of the paper. All of the study's authors managed the entire procedure and made all necessary contributions. References Adisa TA, Ogbonnaya C, Mordi C, Ajonbadi H, Adekoya OD. Seen but not heard: The voice of women at work and the mediating role of culture. Int J Hum Resource Manage. 2024;35(20):3496–523. https://doi.org/10.1080/09585192.2024.2421345 . Akwei C, Nwachukwu C. An exploration of contextual factors affecting the nexus of competitive strategy and human resource management practices in Nigeria emerging economy context. 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Social research methods. 5th ed. Oxford University Press; 2016. ChaaCha TD. Key competencies for academic employees in the current dynamic higher education environment. Cogent Educ. 2024;11(1):2397230. https://doi.org/10.1080/2331186X.2024.2397230 . Coetzee M, Ferreira N, Potgieter I. Perceptions of sacrifice, workplace friendship and career concerns as explanatory mechanisms of employees’ organisational commitment. SA J Hum Resource Manage. 2019;17. https://doi.org/10.4102/sajhrm.v17i0.1033 . Collings DG, Mellahi K. Strategic talent management: A review and research agenda. Hum Resource Manage Rev. 2009;19(4):304–13. https://doi.org/10.1016/j.hrmr.2009.04.001 . Creswell JW, Creswell JD. Research design: Qualitative, quantitative, and mixed methods approach. 5th ed. SAGE; 2018. Diko TK, Saxena S. Antecedents and outcome of employee engagement: Empirical study of Ethiopian public higher education institutions. SN Bus Econ. 2023;3(8):159. https://doi.org/10.1007/s43546-023-00535-z . 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International Journal of Evidence-Based Healthcare, 13(3), 179–187. https://doi.org/10.1097/XEB.0000000000000062 Macpherson W, Werner A, Mey MR. Industry 4.0: Emerging job categories and associated competencies in the automotive industry in South Africa. SA J Hum Resource Manage. 2022;20. https://doi.org/10.4102/sajhrm.v20i0.1916 . Mensah JK. Acoalesced framework of talent management and employee performance for further research and practice. Int J Productivity Perform Manage. 2015;64(4):544–66. 10.1108/IJPPM-07-2014-0100 . Mmatabane TN, Dachapalli L-AP, Schultz CM. The future of talent management in the City of Tshwane Metropolitan Municipality. SA J Hum Resource Manage. 2023;21. https://doi.org/10.4102/sajhrm.v21i0.2386 . Moola S, Munn Z, Tufanaru C, Aromataris E, Sears K, Sfetcu R, Currie M, Qureshi R, Mattis P, Lisy K, Mu P-F. (2020). Chapter 7: Systematic reviews of etiology and risk. In E. Aromataris & Z. Munn, editors, JBI manual for evidence synthesis. JBI. https://jbi.global/critical-appraisal-tools Muchowe RM, Mubango H, Soko M, Dumba E, Chivabvu E. The moderating role of HR analytics on the effects of high-performance work systems on the productivity of manufacturing SMEs in Harare CBD. Cogent Bus Manage. 2025;12(1):2514810. https://doi.org/10.1080/23311975.2025.2514810 . Mulat R, Gezahagn Y. Industrial promises, employment precarity, and disrupted production in the shadow of global pandemics. Discover Sustain. 2024;5(1):368. https://doi.org/10.1007/s43621-024-00468-z . Nor AI. The effect of training on public service delivery effectiveness in public sector organizations: The mediating role of civil servants’ performance. Cogent Social Sci. 2025;11(1):2466788. https://doi.org/10.1080/23311886.2025.2466788 . Nzonzo JC, Du Plessis Y. Critical success factors for integrating talent management strategies with wellness interventions. SA J Hum Resource Manage. 2020;18. https://doi.org/10.4102/sajhrm.v18i0.1353 . Page MJ, McKenzie JE, Bossuyt PM, Boutron I, Hoffmann TC, Mulrow CD, Moher D. The PRISMA 2020 statement: An updated guideline for reporting systematic reviews. BMJ. 2021;372:n71. https://doi.org/10.1136/bmj.n71 . Snyder H. Literature review as a research methodology: An overview and guidelines. J Bus Res. 2019;104:333–9. https://doi.org/10.1016/j.jbusres.2019.07.039 . Theron M, Barkhuizen N, Du Plessis Y. Managing the academic talent void: Investigating factors in academic turnover and retention in South Africa. SA J Industrial Psychology/SA Tydskrif vir Bedryfsielkunde. 2014;40(1). https://doi.org/10.4102/sajip.v40i1.1117 . Art. #1117, 14 pages. Torraco RJ. Writing integrative literature reviews: Guidelines and examples. Hum Resour Dev Rev. 2005;4(3):356–67. https://doi.org/10.1177/1534484305278283 . Tushabe M, Kyambade M, Namatovu A, Oyella S. Advancing gender diversity in leadership: The role of work-life balance and gender participation in Ugandan public universities. Cogent Social Sci. 2025;11(1):2486553. https://doi.org/10.1080/23311886.2025.2486553 . Van Der Ross MR, Olckers C, Schaap P. (2023). Crossover of Engagement Among Academic Staff and Students During COVID-19. Psychology Research and Behavior Management, Volume 16, 3121–3137. https://doi.org/10.2147/PRBM.S416739 Yeboah ST, Kumi E, Asamoah-Appiah W. Effects of employee engagement, marketing innovations and human capital growth integration on strategic brand performance: Exploring SMEs in Ghana. SN Bus Econ. 2025;5(7):77. https://doi.org/10.1007/s43546-025-00842-7 . Additional Declarations No competing interests reported. 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The strategic importance of recruiting, developing, and retaining essential human capital to guarantee the organization's competitiveness and sustainability is underscored by the concept of talent management. In spite of the global dissemination of talent management research, it is imperative to contextualize its application in Africa, where organizations encounter exceptional economic, social, and institutional obstacles.\u003c/p\u003e\u003cp\u003eTalent management is regarded as a critical strategic issue for managers in global organizations and enterprises on a global scale (Al-Dalahmeh, \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). Strategic talent management is a set of activities and processes that involve the systematic identification of critical positions that differentially contribute to the organization's sustainable competitive advantage, as defined by Collings and Mellahi (\u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2009\u003c/span\u003e). In African organizations, retention challenges are exacerbated by brain drain, higher attrition rates, and a scarcity of skills. Consequently, this strategic lense is crucial. For example, Theron, Barkhuizen, \u0026amp; Du Plessis (\u003cspan citationid=\"CR32\" class=\"CitationRef\"\u003e2014\u003c/span\u003e) discovered that Higher Education South Africa (HESA) is currently encountering substantial difficulties in retaining essential and talented academic staff (HESA, 2011; Mokoditoa, 2011; Robyn, 2012).\u003c/p\u003e\u003cp\u003eThe presence of urgent issues in all sectors was demonstrated by a multitude of empirical studies conducted in Africa. As demonstrated by Deloitte's (2015, as cited in Amishila and Bussin, 2021) study, Namibia has been facing substantial obstacles in retaining talent in the majority of its critical sectors. The implementation of personnel management practices and retention strategies can also be used to decrease turnover rates, according to their conclusion.\u003c/p\u003e\u003cp\u003eBarkhuizen and Gumede (\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) found that talent management practices were substantially correlated with job satisfaction and voluntary turnover intentions in government organizations in South Africa. These findings are consistent with Erasmus, Naidoo, and Joubert (\u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e2017\u003c/span\u003e), who assert that the conflict for talent continues to be a challenge for numerous organizations, particularly distance education institutions, as they strive to fulfill their mandate.\u003c/p\u003e\u003cp\u003eDespite the significant progress that has been made in the conceptualization of talent management, there is still a divide in the integration of talent management practices with retention outcomes in African organizations. As Al-Dalahmeh (\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2020\u003c/span\u003e) noted, \"Despite the significance of talent management, there are still a limited number of research studies in the field, with conceptual research being the most prevalent.\" This demonstrates the critical importance of systematic evidence from empirical African research. This systematic review aims to elucidate the impact of talent management practices on employee retention in Africa by synthesizing the current literature. It does so by identifying the knowledge deficit for policy and practice and by highlighting various sectors.\u003c/p\u003e"},{"header":"Research Methodology","content":"\u003cdiv id=\"Sec3\" class=\"Section2\"\u003e\n \u003ch2\u003eResearch approach\u003c/h2\u003e\n \u003cp\u003eThis study employed a systematic review of talent management and retention strategies in African organizations. Narrative, scoping, systematic, and meta-analysis reviews are among the numerous types of literature reviews, as per Snyder (\u003cspan class=\"CitationRef\"\u003e2019\u003c/span\u003e). This study employed Systematic Review to ensure a comprehensive, repeatable, and transparent synthesis of the data that supports environmentally responsible business strategies in marketing (Page et al., \u003cspan class=\"CitationRef\"\u003e2021\u003c/span\u003e). Systematic reviews are a novel method of influencing theory and practice, as they enhance reliability and reduce bias (Boell \u0026amp; Cescez-Kecmanovic, 2015).\u003c/p\u003e\n \u003cp\u003eUsing descriptive content analysis, this review meticulously examined empirical studies of talent management and retention strategies in African organizations. Descriptive content analysis is suitable for the summarization and evaluation of both qualitative and quantitative data, as it does not distort their original meaning and demonstrates a comprehensive understanding of thematic focal areas and emerging trends, as per Elo and Kyng\u0026auml;s (\u003cspan class=\"CitationRef\"\u003e2008\u003c/span\u003e). Tabulation and graphical representations, such as frequency tables and charts, were implemented to visually represent the distribution and characteristics of the literature under investigation in order to enhance clarity and facilitate interpretations (Krippendorff, 2018).\u003c/p\u003e\n\u003c/div\u003e\n\u003ch3\u003eStudy search and inclusion criteria\u003c/h3\u003e\n\u003cdiv class=\"gridtable\"\u003e\n \u003ctable id=\"Tab1\" border=\"1\"\u003e\n \u003ccaption\u003e\n \u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e\n \u003cdiv class=\"CaptionContent\"\u003e\n \u003cp\u003eThe search parameters in the study investigation\u003c/p\u003e\n \u003c/div\u003e\n \u003c/caption\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eSearch terms/search query\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eTalent management; employee retention; human resource management; African organizations.\u003c/p\u003e\n \u003c/th\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSearch terms appear in\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eTitle; keywords; Abstract\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eYears\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2019\u0026ndash;2025\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSource type\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eJournal\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eDocument type\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eResearch articles\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eLanguage\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEnglish\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eDatabase engines\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eScopus; ScienceDirect; SpringerLink; Tylor and Francis\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003ctfoot\u003e\n \u003ctr\u003e\n \u003ctd colspan=\"2\"\u003e\u003cstrong\u003eSource\u003c/strong\u003e: Author\u0026rsquo;s own elaboration (2025)\u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tfoot\u003e\n \u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eInitially, we conducted a comprehensive search of pertinent research articles that were published between 2019 and 2025. The second limitation was that we restricted our study to search articles and journals that were written in the English language, as shown in Table \u003cspan class=\"InternalRef\"\u003e1\u003c/span\u003e. As Fig.\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e1\u003c/span\u003e shows, a total of 102 studies was obtained from Scopus and three publishing databases. They were selected due to their extensive global and regional coverage of scientific journals, conference proceedings, and books, as well as their rigorous content selection and re-evaluation by an independent content selection and advisory board. Additionally, Scopus is one of the largest curated abstract and citation databases (Baas et al., \u003cspan class=\"CitationRef\"\u003e2020\u003c/span\u003e).\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eSelection process involved three stages\u003c/strong\u003e:\u003c/p\u003e\n\u003col\u003e\n \u003cli\u003e\n \u003cp\u003e\u003cstrong\u003eIdentification\u003c/strong\u003e: 102 papers were identified by retrieving them from the database sources.\u003c/p\u003e\n \u003c/li\u003e\n \u003cli\u003e\n \u003cp\u003e\u003cstrong\u003eScreening\u003c/strong\u003e: Using Zotero reference manager, 1 duplicate was removed. 101 titles and abstracts were screened to check the relevance.\u003c/p\u003e\n \u003c/li\u003e\n \u003cli\u003e\n \u003cp\u003e\u003cstrong\u003eEligibility\u003c/strong\u003e: The full texts of 93 articles were evaluated; 75 of them were excluded for being conceptual or lacking talent management and retention practice in African organization\u0026rsquo;s focus. Initially, we included 18 studies.\u003c/p\u003e\n \u003c/li\u003e\n\u003c/ol\u003e\n\u003cp\u003eIn order to guarantee transparency, rigor, and replicability throughout the process, this review adhered to the PRISMA 2020 guidelines. In order to ensure the quality and relevance of the studies included, the subsequent criteria were implemented:\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cdiv class=\"gridtable\"\u003e\n \u003cdiv class=\"colspec\" align=\"left\"\u003e\u0026nbsp;\u003c/div\u003e\n \u003ctable id=\"Tab2\" border=\"1\"\u003e\n \u003ccaption\u003e\n \u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e\n \u003cdiv class=\"CaptionContent\"\u003e\n \u003cp\u003eData extraction table: Talent Management and Retention Practices in African Organizations\u003c/p\u003e\n \u003c/div\u003e\n \u003c/caption\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eYear\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eAuthor(s)\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eStudy title\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003ePublication Journal\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eCountry/ Sector\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eAim/ Objective of the study\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eMethodology/ Design\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eSample/ Data Source\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eTheoretical Model Used\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eKey Findings/ Results\u003c/p\u003e\n \u003c/th\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2020\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eNzonzo, \u0026amp; Du Plessis\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCritical success factors for integrating talent management strategies with wellness interventions\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSA Journal of Human Resource Management\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSouth Africa (Multiple industries)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe purpose of this study was to determine the critical success factors that influence the adoption and integration of talent management strategies with wellness interventions.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eQualitative\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e10 HR professionals\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eDanna \u0026amp; Griffin, 1999 model of Health and well-being in the workplace\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe qualitative findings indicated that the adoption and integration of wellness interventions and talent management strategies were inextricably linked to the organizational environment. Furthermore, the establishment of a talent-wellness organizational culture was the most critical success factor for this study.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2023\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMmatabane et al.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe future of talent management in the City of Tshwane Metropolitan Municipality\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSA Journal of Human Resource Management\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSouth Africa (Public sector)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe purpose of this study was to explore the perceptions of the future of talent management at the City of Tshwane Metropolitan Municipality from a qualitative perspective.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eQualitative\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e13 HR personnel\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe study identified and revealed the following themes: recruitment and selection; retention management; and training and development.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2023\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMacpherson et al.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eTalent approaches for the South African automotive industry\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSA Journal of Human Resource Management\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSouth Africa (Automotive industry)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThis article was aimed at identifying talent management approaches for South African automotive organizations to ensure the availability of talent for Industry 4.0 talent demands.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eQuantitative\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e137\u003c/p\u003e\n \u003cp\u003eHRM \u0026amp; Operations\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eA more comprehensive and focused approach to talent management necessitates a more collaborative effort from key stakeholders within automotive organizations and the automotive industry.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2019\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCoetzee et al\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003ePerceptions of sacrifice, workplace friendship and career concerns as explanatory mechanisms of employees\u0026rsquo; organizational commitment\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSA Journal of Human Resource Management\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSouth Africa (Higher education sector)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe aim of the study was to explore the constructs of job-embedded sacrifice, workplace friendship and career concerns as potential underlying explanatory mechanisms of employees\u0026rsquo; affective, continuance and normative commitment towards the organisation\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eQuantitative Cross-sectional survey\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e200 academic \u0026amp; admin staff\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eOrganizational Attachment Theory\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eJob\u0026ndash;person sacrifice Affective, continuance, and normative commitment were all positively predicted. The variance in affective commitment was influenced by perceptions of friendship opportunity. Affective and normative commitment were significantly influenced by high levels of work-life adjustment career concerns.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2025\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eYeboah et al.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEffects of employee engagement, marketing innovations and human capital growth integration on strategic brand performance: exploring SMEs in Ghana\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSN Business \u0026amp; Economics\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eGhana (SMEs)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThis study examines how employee engagement, marketing innovation, and human capital growth interact to enhance brand performance in Ghana SMEs\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eQuantitative Cross-sectional survey\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e400 SME employees\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eResource-based view\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eBrand performance and marketing innovation are substantially enhanced by employee engagement and human capital growth, with marketing innovation having the most direct impact. Additionally, the effects of employee engagement and human capital growth are mediated by marketing innovation.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2024\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMulat \u0026amp; Gezahagn\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eIndustrial promises, employment precarity, and disrupted production in the shadow of global pandemics\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eDiscover Sustainability\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEthiopia, Hawassa (Industrial Parks \u0026ndash; textile and garment)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eInvestigated the impact of global pandemics (covid-19) and compound crisis on production, employment precarity and lived experience of workers with Ethiopian IPs.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eQualitative\u003c/p\u003e\n \u003cp\u003eEthnographic research\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eNot clear\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eLabor Regimes Theory \u0026amp; Global Value Chains (GVC) Literature\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe reinforcement of precarious livelihoods among HIP workers, which are characterized by increased vulnerability and job insecurity as a result of the pandemic-induced disruptions. Workers at HIP advocate for narratives and strategies to assert their rights and enhance working conditions, in contrast to the state\u0026apos;s portrayal of HIP as an emblem of industrial progress. This research emphasizes the necessity of reimagining Africa\u0026apos;s industrialization strategy to prioritize the well-being of its labor force in a post-pandemic era.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2022\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eGile et al.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eHuman resource management in Ethiopian public hospitals\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eBMC Health Services Research\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEthiopia (Public Hospitals)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eTo explore the contextual factors influencing these SHRM challenges of Ethiopian public hospitals\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eQualitative using e Contextual SHRM framework of Paauwe\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e15 Public hospitals.\u003c/p\u003e\n \u003cp\u003e19 CEOs interview \u0026amp; 4 FGD with 38 participants\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003ePaauwe Contextual Strategic Human Resource management (SHRM) framework\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eOn the supply side, hospitals are in competition for scarce resources, such as qualified professionals. Reporting on demand-side competition for health services, service quality, and service innovation was scarce. The primary institutional mechanism in force was governmental regulations. These regulations also prioritized human resources and were perceived as tightly regulating employee numbers, remuneration, and employment arrangements at the most detailed levels. These regulations were perceived as limiting the autonomy of hospitals in relation to SHRM. One of the concerns that contributed to the decrease in motivation and job satisfaction and the departure of employees was the differences in allowances and external employment arrangements that were induced by regulations. Leaders were perceived as incompetent and incapable when they were unable to effectively address workforce requirements due to the mismatch between regulation and workforce demands.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2025\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eDkhili\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eESG and human capital investment: a moderator effect based on product market competitiveness and corporate reputation in African companies\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eInternational Journal of Disclosure and Governance\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e30 African countries (Multiple sectors)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThis study investigates the relationship between human capital investment and ESG in African firms. The study examines how product market competitiveness and corporate reputation moderate this relationship.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eQuantitative using panel data analysis\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e1900 companies, and 24,700 firm year observations\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSignaling Theory, Resource Dependence Theory, Stakeholder\u0026rsquo;s theory, and Agency Theory.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCorporate investments in human capital are more effective when ESG levels are elevated. Across African companies, product market competitiveness and corporate repute are significant factors in this relationship. The ESG human capital relation is further mediated by technological innovation. The findings emphasize the critical role of ESG in improving the efficiency of human capital, particularly in competitive markets with strong reputations. When they were unable to effectively address workforce requirements, they were deemed incompetent and unable.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2023\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eDiko \u0026amp; Saxena\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eAntecedents and outcome of employee engagement: Empirical study of Ethiopian public higher education institutions\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSN Business \u0026amp; Economics\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEthiopia (Public Higher Education Institutions)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThis study investigates the antecedents and outcome of employee engagement in Ethiopian public higher education institutions context\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eQuantitative\u003c/p\u003e\n \u003cp\u003eTwo stages of SEM using AMOS 24.0\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e442 Academic employees working in 8 public universities\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eJob Demands-Resource (JD-R) theory \u0026amp; Social Exchange Theory (SET)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe findings indicated that employee engagement was substantially predicted by all antecedent variables, and that employee engagement had a substantial positive impact on organizational citizenship behavior. Additionally, the effects of antecedent variables on organizational citizenship behavior are partially mediated by employee engagement.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2024\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eBawack et al.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eDigital Platform Continuance During the Great Resignation: Evidence from Knowledge Workers in Europe and Africa\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eInformation Systems Frontiers\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eEurope and Africa (Knowledge workers who use digital platforms)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThis study investigates the effect of organizational support through its practices on digital platform continuance.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eQuantitative\u003c/p\u003e\n \u003cp\u003eCross-sectional study\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e447 Knowledge workers (216 from Europe \u0026amp; 231 from Africa)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eOrganizational support theory (OST) \u0026amp;\u003c/p\u003e\n \u003cp\u003eand information systems (IS) continuance literature\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe findings indicate that the intentions of knowledge workers to continue using digital platforms after the crisis are significantly influenced by the support provided by direct managers and management-by-objective (MBO). The effect of direct manager support on the continuance of digital platforms is mediated by the perceived utility of these platforms.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2023\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eVan Der Ross et al.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCrossover of Engagement Among Academic Staff and Students During COVID-19\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003ePsychology Research and Behavior Management\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSouth Africa (Higher education)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eTo explore the impact of mutual influences among academic staff and students on the engagement of both parties.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eQuantitative\u003c/p\u003e\n \u003cp\u003eCross-sectional survey design\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e160 academic staff \u0026amp; 1594 students\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSocial Exchange Theory, Kahn\u0026rsquo;s Theory on Personal Engagement and Crossover Theory\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe emotional engagement of academic staff and the impact of students\u0026apos; lack of reciprocity on student engagement, as well as the influence of interpersonal factors such as high student leader\u0026ndash;member exchange. The results also indicated that a deep-learning approach was positively correlated with student engagement, while a surface-learning approach was negatively correlated. Additionally, this investigation discovered a statistically significant positive correlation between the psychological well-being of academic personnel and their emotional engagement.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2025\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eTushabe et al.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eAdvancing gender diversity in leadership: the role of work-life balance and gender participation in Ugandan public universities\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCogent Social Sciences\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eUganda (Higher education)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eAssess the direct and indirect effects of work-life balance in public universities in Uganda, with a mediating role of gender participation.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eQuantitative\u003c/p\u003e\n \u003cp\u003eExplanatory design\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e289 employees\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCongruity theory\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe results indicated that the representation of women in leadership roles is directly influenced by work-life balance. Furthermore, this relationship was discovered to be mediated by gender participation. These findings underscore the significance of cultivating work environments that are inclusive and supportive, as they facilitate the advancement of women into leadership positions and cater to a variety of requirements.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2025\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eNor\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe effect of training on public service delivery effectiveness in public sector organizations: the mediating role of civil servants\u0026rsquo; performance\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCogent Social Sciences\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSomalia (Public sector)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe main aim was to evaluate how effective training contributes to civil servants\u0026rsquo; performance and the effectiveness of public service delivery.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eQuantitative\u003c/p\u003e\n \u003cp\u003eCross-sectional design\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e100 Federal government civil servants\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eHuman Capital Theory\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe results suggest that civil servants\u0026apos; performance is positively influenced by effective training. Additionally, the study demonstrates that the relationship between effective training and public service delivery effectiveness is mediated by civil servants\u0026apos; performance.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2025\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eMuchowe et al.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe moderating role of HR analytics on the effects of high-performance work systems on the productivity of manufacturing SMEs in Harare CBD\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCogent Business \u0026amp; Management\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eZimbabwe (Manufacturing SMEs)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe study investigates the moderating role of HR Analytics on the effects of high-performance work systems on the productivity of manufacturing SMEs in Harare CBD.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eQuantitative cross-sectional research design\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e276 respondents from 50 manufacturing SMEs\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eHuman Capital Theory\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe research indicates that productivity is enhanced by the integration of HR Analytics and HPWS. This study contributes to the existing corpus of knowledge by demonstrating that HR analytics is essential for optimizing the productivity benefits of HPWS in SMEs.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2024\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eChaaCha\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eKey competencies for academic employees in the current dynamic higher education environment\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCogent Education\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSouth Africa (Higher education)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe study aimed to conceptualize the key competencies for academic employees in\u003c/p\u003e\n \u003cp\u003ethe current dynamic South African higher education environment.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eQualitative research design\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e31 participants\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe three-step academic employee competence model.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe study\u0026apos;s results emphasize the necessity for academic institutions and practitioners to ensure that the development of academic employees is in accordance with the strategic imperatives of institutions, employees, and stakeholders.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2023\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eBoateng et al.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eHuman capital planning of universities in Ghana: A comparative analysis of the University of Cape Coast and University of Education, Winneba\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eCogent Business \u0026amp; Management\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eGhana (Higher education)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe study investigated the status of human capital planning (HCP) at the University of Cape Coast (UCC) and the University of Education, Winneba (UEW), both in the Central Region of Ghana.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eQuantitative\u003c/p\u003e\n \u003cp\u003eDescriptive research design\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e138\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eHuman Capital Theory \u0026amp; Screening Theory\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe two institutions exhibit no substantial distinctions, as the emphasis on the various factors of the HCP process was consistent between the two.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2023\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eAkwei \u0026amp; Nwachukwu\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eAn exploration of contextual factors affecting the nexus of competitive strategy and human resource management practices in Nigeria emerging economy context\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe International Journal of Human Resource Management\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eNigeria (medium-sized enterprises across multiple industries)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThis study explores the moderating influence of\u003c/p\u003e\n \u003cp\u003econtextual factors on the nexus of competitive strategy (CS)\u003c/p\u003e\n \u003cp\u003eand human resource management practices (HRMPs) in\u003c/p\u003e\n \u003cp\u003eNigeria.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eQualitative\u003c/p\u003e\n \u003cp\u003eCase study design\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e30 (15 top level management \u0026amp; 15 HR professionals)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eComparative\u003c/p\u003e\n \u003cp\u003eInstitutional Theory;\u003c/p\u003e\n \u003cp\u003eSocial Institutional\u003c/p\u003e\n \u003cp\u003eTheory;\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThematic analysis was employed to analyze the data that was generated. We identify six primary contextual factors: culture and value system, religion, ethnicity and linguistic affinity, economic factors, politics and governmental policies, quality of education and low-skilled workforce, and the processes by which these factors influence the CS\u0026ndash;HRMP nexus in Nigeria.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e2024\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eAdisa et al\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eSeen but not heard: the voice of women at work and the mediating role of culture\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe International Journal of Human Resource Management\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eNigeria (Workplace context \u0026ndash; general)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThis article examines the cultural factors that shape female employee voice behavior in Nigerian workplaces.\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eQualitative\u003c/p\u003e\n \u003cp\u003eMultiple case study\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e52 participants\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eHofstede\u0026rsquo;s Cultural Dimension Theory \u0026amp; Feminist theory perspective of Patriarchy\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eThe results underscore a system of gender inequality and patriarchal hegemony that presents a challenge for female laborers in terms of voice behavior. The results also indicate that female employees are encouraged to maintain silence by contextualized religious norms and doctrines.\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n\u003c/div\u003e"},{"header":"Findings","content":"\u003cp\u003eTable\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e2\u003c/span\u003e provided a summary of the empirical studies that were included, including the research objectives, design, sample, theoretical model employed, and findings of the studies. The evaluation of the studies included in the analysis demonstrates that there are numerous critical and interconnected themes regarding talent management and retention strategies in African organizations. The synthesis emphasizes that these strategies are not capable of being implemented in a vacuum; rather, they are intricately linked to the context by sector-specific constraints, cultural norms, and macroeconomic factors.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eContext is dominant, in this theme sector and institutional challenges describe the strategy\u003c/strong\u003e. Government rules and regulations significantly restrict talent management and retention strategies in public sectors and higher education institutions. Gile et al. (\u003cspan class=\"CitationRef\"\u003e2022\u003c/span\u003e) discovered that these regulations were perceived as restricting the autonomy of Ethiopian hospitals with respect to HR decisions, such as remuneration and hiring, which substantially demotivates staff and increases turnover. In the same vein, research conducted at higher education institutions (Boateng et al., \u003cspan class=\"CitationRef\"\u003e2023\u003c/span\u003e; Coetzee et al., \u003cspan class=\"CitationRef\"\u003e2019\u003c/span\u003e) underscores the challenges associated with the effective planning of human capital and the preservation of organizational commitment within bureaucratic systems. This demonstrates that industries require the promotion of non-financial retention strategies that encourage friendship and sacrifice, as well as increased managerial flexibility (Coetzee et al., \u003cspan class=\"CitationRef\"\u003e2019\u003c/span\u003e).\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eThe integration of HR functions is a successful strategy.\u003c/strong\u003e Talent management is incapable of functioning autonomously. Its success is contingent upon its integration with other HR and organizational functions. The incorporation and integration of wellness interventions and talent management strategies were inextricably linked to the organizational environment, as Nzonzo and Du Plessis (\u003cspan class=\"CitationRef\"\u003e2020\u003c/span\u003e) indicated. This environment is essential for the establishment of a supportive setting. Furthermore, Macperson et al. (2023), referred to as a \"more comprehensive and focused approach,\" require departmental collaboration to satisfy future talent requirements. Muchowe et al. (\u003cspan class=\"CitationRef\"\u003e2025\u003c/span\u003e) also presented forward-thinking evidence that the integration of HR Analytics and HPWS enhances productivity, demonstrating that the data-driven mix of practices is a potent mechanism for optimizing talent.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eRetention is contingent upon employee engagement\u003c/strong\u003e. Numerous studies have verified that employee engagement is a critical factor in the mediation of performance and retention. According to Diko and Saxena (\u003cspan class=\"CitationRef\"\u003e2023\u003c/span\u003e) and Bawack et al. (\u003cspan class=\"CitationRef\"\u003e2024\u003c/span\u003e), engagement is significantly influenced by the support provided by direct administrators and the availability of sufficient job resources. Van Der Ross et al. (\u003cspan class=\"CitationRef\"\u003e2023\u003c/span\u003e) employed crossover theory to illustrate the mutually supportive nature of engagement between academic staff and students, emphasizing the importance of positive social exchange. Yeboah et al. (\u003cspan class=\"CitationRef\"\u003e2025\u003c/span\u003e) demonstrated that employees will be more engaged when they are involved in the development and contribution to the success of the brand by combining engagement with human capital growth and innovation.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eExternal disruptions exacerbate precarity and the necessity of resilient systems\u003c/strong\u003e. A magnificent specimen of the current vulnerabilities was represented by the Covid-19 pandemic. Mulat and Gezahagn (\u003cspan class=\"CitationRef\"\u003e2024\u003c/span\u003e) demonstrated the stark contrast between the state's narratives and the living experiences of workers in Ethiopian industrial parks, which reinforced precarious livelihoods and job insecurities. However, the adoption of digital platforms was augmented by the pandemic. Bawack et al. (\u003cspan class=\"CitationRef\"\u003e2024\u003c/span\u003e) discovered that the sustainability of these digital platforms necessitates organizational support. This demonstrates that resilient talent management strategies must account for external disruptions by implementing precarity mitigation measures and supporting adaptations through strong leadership and tools.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eThe primary influencers are macro-frameworks and investments.\u003c/strong\u003e Dkhili (\u003cspan class=\"CitationRef\"\u003e2025\u003c/span\u003e) provided compelling evidence from 30 African countries at the macro level that corporate investments in human capital are more effective when ESG levels are elevated. Competitive markets and solid corporate reputation exacerbate this relationship, rendering ESG not only a cost but also a strategic level of talent efficiency and investment attraction.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eInclusive talent management is hindered by persistent cultural and gender barriers.\u003c/strong\u003e Talent management strategies consistently miss the mark in terms of addressing deeply rooted norms. Akwei and Nwachukwu (\u003cspan class=\"CitationRef\"\u003e2023\u003c/span\u003e) identified six processes that influence the CS\u0026ndash;HRMP nexus in Nigeria: culture and value system, religion, ethnicity and linguistic affinity, economic variables, politics and governmental policies, quality of education, and low-skilled workforce. Adisa et al. (\u003cspan class=\"CitationRef\"\u003e2024\u003c/span\u003e) more likely emphasize a system of gender inequality and patriarchal hegemony that presents a challenge for female laborers in terms of vocal behavior, while Tushabe et al. (\u003cspan class=\"CitationRef\"\u003e2025\u003c/span\u003e) demonstrate that work-life balance is a direct influencer of women's leadership roles. This emphasizes the necessity of deliberate, culturally nuanced initiatives to promote diversity, equity, and inclusion in retention and talent management strategies.\u003c/p\u003e\n\u003cp\u003eIn the public and higher education sectors, \u003cstrong\u003estrategic HR development is a critical component of organizational effectiveness.\u003c/strong\u003e In his qualitative study of municipalities in South Africa, Mmatabane et al (\u003cspan class=\"CitationRef\"\u003e2023\u003c/span\u003e) emphasized the importance of talent management, specifically recruitment, retention, and training, as a fundamental component of the development of public sector capacity. Nor (\u003cspan class=\"CitationRef\"\u003e2025\u003c/span\u003e) also corroborated in his qualitative study of the Somali public sector that effective training directly enhances the performance of civil servants, thereby serving as a mediating factor in the enhancement of public service delivery. The study of ChaaCha (\u003cspan class=\"CitationRef\"\u003e2024\u003c/span\u003e) in South African higher education also asserts that the specific nature of the necessary development is that academic competency models must be aligned with the institutional strategies and stakeholder requirements to ensure that they are relevant in rapidly changing environments.\u003c/p\u003e\n\u003ch3\u003eQuality assessment of included studies\u003c/h3\u003e\n\u003cp\u003eJBI and its Collaborating Entities are committed to the promotion and support of the synthesis, transfer, and implementation of evidence. This is achieved by identifying feasible, appropriate, meaningful, and effective healthcare practices that can contribute to the global improvement of healthcare outcomes. The conduct of systematic reviews that reflect a broad, inclusive approach to evidence and accommodate a range of diverse questions and study designs is one of our strengths (Aromataris \u0026amp; Munn, \u003cspan class=\"CitationRef\"\u003e2020\u003c/span\u003e).\u003c/p\u003e\n\u003cdiv class=\"gridtable\"\u003e\n\u003cdiv class=\"colspec\" align=\"left\"\u003e\u0026nbsp;\u0026nbsp;\u003c/div\u003e\n\u003ctable id=\"Tab3\" border=\"1\"\u003e\u003ccaption\u003e\n\u003cdiv class=\"CaptionNumber\"\u003eTable 3\u003c/div\u003e\n\u003cdiv class=\"CaptionContent\"\u003e\n\u003cp\u003eJBI quality assessment JBI critical appraisal checklist for analytical cross-sectional studies\u003c/p\u003e\n\u003c/div\u003e\n\u003c/caption\u003e\n\u003cthead\u003e\n\u003ctr\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eStudy title\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eAuthor (s)\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eYear\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ1\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ2\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ3\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ4\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ5\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ6\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ7\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ8\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eDecision\u003c/p\u003e\n\u003c/th\u003e\n\u003c/tr\u003e\n\u003c/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eStudy 3\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eMacpherson et al.\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"char\" char=\".\"\u003e\n\u003cp\u003e2023\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eu\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003en\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003en\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInclude\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eStudy 4\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eCoetzee et al\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"char\" char=\".\"\u003e\n\u003cp\u003e2019\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInclude\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eStudy 5\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eYeboah et al.\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"char\" char=\".\"\u003e\n\u003cp\u003e2025\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInclude\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eStudy 9\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eDiko \u0026amp; Saxena\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"char\" char=\".\"\u003e\n\u003cp\u003e2023\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eu\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003en\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003en\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInclude\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eStudy 10\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eBawack et al.\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"char\" char=\".\"\u003e\n\u003cp\u003e2024\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eu\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003en\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInclude\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eStudy 11\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eVan Der Ross et al.\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"char\" char=\".\"\u003e\n\u003cp\u003e2023\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003en\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInclude\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eStudy 12\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eTushabe et al.\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"char\" char=\".\"\u003e\n\u003cp\u003e2025\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003en\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eu\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInclude\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eStudy 13\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eNor\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"char\" char=\".\"\u003e\n\u003cp\u003e2025\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eu\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003en\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInclude\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eStudy 14\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eMuchowe et al.\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"char\" char=\".\"\u003e\n\u003cp\u003e2025\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eu\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003en\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003en\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInclude\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eStudy 16\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eBoateng et al.\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"char\" char=\".\"\u003e\n\u003cp\u003e2023\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eu\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003en\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInclude\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tbody\u003e\n\u003c/table\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec7\" class=\"Section2\"\u003e\n\u003cp\u003eJBI critical appraisal checklist for qualitative studies\u0026nbsp;\u003c/p\u003e\n\u003cdiv class=\"gridtable\"\u003e\n\u003ctable id=\"Tabb\" border=\"1\"\u003e\n\u003cthead\u003e\n\u003ctr\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eStudy title\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eAuthor (s)\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eYear\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ1\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ2\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ3\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ4\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ5\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ6\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ7\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ8\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ9\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ10\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eDecision\u003c/p\u003e\n\u003c/th\u003e\n\u003c/tr\u003e\n\u003c/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eStudy 1\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eNzonzo \u0026amp; Du Plessis\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"char\" char=\".\"\u003e\n\u003cp\u003e2020\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003en\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eu\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInclude\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eStudy 2\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eMmatabane et al.\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"char\" char=\".\"\u003e\n\u003cp\u003e2023\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ep\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eu\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInclude\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eStudy 6\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eMulat \u0026amp; Gezahagn\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"char\" char=\".\"\u003e\n\u003cp\u003e2024\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ep\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInclude\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eStudy 7\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eGile et al.\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"char\" char=\".\"\u003e\n\u003cp\u003e2022\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003en\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eu\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInclude\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eStudy 15\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eChaaCha\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"char\" char=\".\"\u003e\n\u003cp\u003e2024\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eu\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003en\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInclude\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eStudy 17\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eAkwei \u0026amp; Nwachukwu\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"char\" char=\".\"\u003e\n\u003cp\u003e2023\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003en\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInclude\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eStudy 18\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eAdisa et al\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"char\" char=\".\"\u003e\n\u003cp\u003e2024\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eu\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eu\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInclude\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tbody\u003e\n\u003c/table\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec8\" class=\"Section3\"\u003e\n\u003cp\u003eJBI critical appraisal checklist for cohort studies\u003c/p\u003e\n\u003cdiv class=\"gridtable\"\u003e\n\u003cdiv class=\"colspec\" align=\"left\"\u003e\u0026nbsp;\u003c/div\u003e\n\u003ctable id=\"Tabc\" border=\"1\"\u003e\n\u003cthead\u003e\n\u003ctr\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eStudy title\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eAuthor (s)\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eYear\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ1\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ2\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ3\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ4\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ5\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ6\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ7\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ8\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ9\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ10\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eQ11\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eDecision\u003c/p\u003e\n\u003c/th\u003e\n\u003c/tr\u003e\n\u003c/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eStudy 8\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eDkhili, Hichem\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2025\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003en\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eu\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ey\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInclude\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd colspan=\"15\" align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003eQx\u003c/strong\u003e is question x in the CASP checklists. y is the answer \u0026ldquo;yes\u0026rdquo;, n is the answer \u0026ldquo;n\u0026rdquo; u is the answer \u0026ldquo;unclear/partial\u0026rdquo; for questions and N/A is not applicable.\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tbody\u003e\n\u003ctfoot\u003e\n\u003ctr\u003e\n\u003ctd colspan=\"15\"\u003e\u003cstrong\u003eSource\u003c/strong\u003e: adapted by (Moola et al., \u003cspan class=\"CitationRef\"\u003e2020\u003c/span\u003e; Lockwood, Munn, \u0026amp; Porritt, 2015)\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tfoot\u003e\n\u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003eAs shown in Table \u003cspan class=\"InternalRef\"\u003e3\u003c/span\u003e, three distinct JBI assessment instruments were implemented. JBI critical appraisal checklist for cross-sectional studies (Moola et al., \u003cspan class=\"CitationRef\"\u003e2020\u003c/span\u003e), JBI critical appraisal checklist for cohort studies (Moola et al., \u003cspan class=\"CitationRef\"\u003e2020\u003c/span\u003e), and JBI critical appraisal checklist for qualitative studies (Lockwood, Munn, \u0026amp; Porritt, 2015) were employed to assess the included studies. The evaluation was conducted by two independent assessments. Through dialogue, any discrepancies were compromised. The synthesis and interpretation of the findings were communicated using the appraisal results.\u003c/p\u003e\n\u003c/div\u003e\n\u003c/div\u003e\n\u003ch3\u003eStudy characteristics\u003c/h3\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eFigure 2 indicates that the databases of Scopus-indexed journals other two publishing databases were utilized, as 44.5% of the articles in the 18 included studies were accessed from SpringerLink, 33.3% from ScienceDirect, and 22.2% from Scopus. This suggests that they were robust peer-reviewed articles that were subject to review (Baas et al., \u003cspan class=\"CitationRef\"\u003e2020\u003c/span\u003e).\u003c/p\u003e\n\u003cp\u003e\u0026nbsp;\u003c/p\u003e\n\u003cp\u003eFigure \u003cspan class=\"InternalRef\"\u003e3\u003c/span\u003e indicates that the systematic review is timely and relevant, with a strong concentration of recent studies, as virtually the majority of the studies (33.3%) were published in 2023, followed by 28% in 2025, 22.2% in 2024, 5.5% in 2019, 5.5% in 2020, and 5.5% in 2012.\u003c/p\u003e\n\u003cp\u003eAs shown in Fig.\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e4\u003c/span\u003e, quantitative studies comprised the majority of the included studies (61%), which demonstrated the relevance of positivist approaches in African HRM research. These studies provided generalizable and relevant policies for talent management and retention. However, a significant proportion of 39% was qualitative, which indicates the growing significance of contextual and experiential concepts in comprehending the dynamics of the workforce. The integration of methodologies enhances the evidence base and suggests that future research should be directed toward hybrid designs to address both the complex realities of African organizations and measurable outcomes (Bryman, \u003cspan class=\"CitationRef\"\u003e2016\u003c/span\u003e; Creswell \u0026amp; Creswell, \u003cspan class=\"CitationRef\"\u003e2018\u003c/span\u003e; Torraco, \u003cspan class=\"CitationRef\"\u003e2005\u003c/span\u003e; Aromataris \u0026amp; Munn, \u003cspan class=\"CitationRef\"\u003e2020\u003c/span\u003e).\u003c/p\u003e\n\u003cp\u003eAs shown in Fig.\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e5\u003c/span\u003e, the sector distribution of the studies included is depicted in the chart above. Higher education was the most prevalent sector, accounting for 33.5%. The public sector and SMEs each account for 11%, followed by multiple industries at 17%. The remaining sectors were sparse yet extensive, with five sectors each containing one (5.5%).\u0026nbsp;\u003c/p\u003e\n\u003cdiv class=\"gridtable\"\u003e\n\u003cdiv class=\"colspec\" align=\"left\"\u003e\u0026nbsp;\u003c/div\u003e\n\u003ctable id=\"Tab4\" border=\"1\"\u003e\u003ccaption\u003e\n\u003cdiv class=\"CaptionNumber\"\u003eTable 4\u003c/div\u003e\n\u003cdiv class=\"CaptionContent\"\u003e\n\u003cp\u003eJournal distribution of the included studies\u003c/p\u003e\n\u003c/div\u003e\n\u003c/caption\u003e\n\u003cthead\u003e\n\u003ctr\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eJournal\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003eFrequency\u003c/p\u003e\n\u003c/th\u003e\n\u003cth align=\"left\"\u003e\n\u003cp\u003ePercentage\u003c/p\u003e\n\u003c/th\u003e\n\u003c/tr\u003e\n\u003c/thead\u003e\n\u003ctbody\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eDiscover Sustainability\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e1\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e5.5\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eBMC Health Services Research\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e1\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e5.5\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInternational Journal of Disclosure and Governance\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e1\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e5.5\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eInformation Systems Frontiers\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e1\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e5.5\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003ePsychology Research and Behavior Management\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e1\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e5.5\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eCogent Education\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e1\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e5.5\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eCogent Business \u0026amp; Management\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e11\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eCogent Social Sciences\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e11\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eSN Business \u0026amp; Economics\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e11\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eThe International Journal of Human Resource Management\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e2\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e11\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003eSA Journal of Human Resource Management\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e4\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e23\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003ctr\u003e\n\u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003e18\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003ctd align=\"left\"\u003e\n\u003cp\u003e\u003cstrong\u003e100\u003c/strong\u003e\u003c/p\u003e\n\u003c/td\u003e\n\u003c/tr\u003e\n\u003c/tbody\u003e\n\u003c/table\u003e\n\u003c/div\u003e\n\u003cp\u003e\u003cstrong\u003eSource\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cem\u003eAuthor\u0026rsquo;s compilation based on the included studies (2025)\u003c/em\u003e\u003c/p\u003e\n\u003cp\u003eAs demonstrated in Table \u003cspan class=\"InternalRef\"\u003e4\u003c/span\u003e, the SA Journal of Human Resource Management accounted for 23% of the included studies, while The International Journal of Human Resource Management, SN Business \u0026amp; Economics, Cogent Social Sciences, and cogent Business \u0026amp; Management each received an equal share of 11%. The remaining six journals received only one study, or 5.5 percent. All of those journals are indexed by Scopus.\u003c/p\u003e\n\u003cp\u003eThe chart above (Fig.\u0026nbsp;\u003cspan class=\"InternalRef\"\u003e6\u003c/span\u003e) indicates that South Africa conducted 34% of the included studies, followed by Ghana, Ethiopia, Uganda, Nigeria, and mixed African countries, all of which received two out of 18 (11%). Somalia and Zimbabwe received one out of 18 (5.5%). This demonstrates a diverse array of countries represented in African organizations.\u003c/p\u003e"},{"header":"Conclusions","content":"\u003cp\u003eIn order to elucidate the influence of talent management practices on employee retention in African organizations, this systematic review paper conducted an analysis of 18 empirical studies. The results demonstrated that effective talent management is profoundly influenced by complex interactions of sector challenges, cultural norms, and macro-economic factors and is not a one-size-fits-all solution (Gile et al., \u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Akwei \u0026amp; Nwachukwu, \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). The clusters that emerged indicated that retention is contingent upon the integration of TM with broader HR and organizational functions, such as wellness and analytics (Nzonzo \u0026amp; Du Plessis, \u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e2020\u003c/span\u003e; Muchowe et al., \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2025\u003c/span\u003e); fostering employee engagement through supportive environments and resources (Diko \u0026amp; Saxena, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2023\u003c/span\u003e; Bawack et al., \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2024\u003c/span\u003e); and constructing a resilient system to mitigate external disruptions, such as economic shocks and pandemics (Mulat \u0026amp; Gezahagn, \u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). In conclusion, this paper substantiates the strategic imperative of talent management in African organizations, necessitating contextual intelligence, integrated, and resilient methodologies.\u003c/p\u003e\u003cdiv id=\"Sec11\" class=\"Section2\"\u003e\u003ch2\u003eRecommendations\u003c/h2\u003e\u003cp\u003eAs a result of the study synthesis, the subsequent recommendations were suggested for future research and practice:\u003c/p\u003e\u003cp\u003e\u003col\u003e\u003cspan\u003e\u003cli\u003e\u003cp\u003eIn order to develop a nuanced TM framework that addresses specific challenges, future research should expand beyond a broad generalization and conduct in-depth, sector-based investigations (e.g., healthcare, agriculture) (Barkhuizen \u0026amp; Gumede, \u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e2021\u003c/span\u003e).\u003c/p\u003e\u003c/li\u003e\u003c/span\u003e\u003cspan\u003e\u003cli\u003e\u003cp\u003eIt is imperative that researchers intentionally investigate and cultivate TM methods to actively dismantle cultural and gender-based barriers, thereby fostering gender diversity, gender equity, and inclusion as critical retention strategies (Adisa et al., \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2024\u003c/span\u003e; Tushabe et al., \u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e2025\u003c/span\u003e).\u003c/p\u003e\u003c/li\u003e\u003c/span\u003e\u003cspan\u003e\u003cli\u003e\u003cp\u003eAdditional research is required to examine the influence of country policies, ESG commitments, and the economy of the region on the development of organizational talent management practices (Dkhili, \u003cspan citationid=\"CR17\" class=\"CitationRef\"\u003e2025\u003c/span\u003e).\u003c/p\u003e\u003c/li\u003e\u003c/span\u003e\u003c/ol\u003e\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec12\" class=\"Section2\"\u003e\u003ch2\u003ePractical Implications\u003c/h2\u003e\u003cp\u003eThe practical implications of the investigation are as follows:\u003c/p\u003e\u003cp\u003e\u003col\u003e\u003cspan\u003e\u003cli\u003e\u003cp\u003ePolicymakers have the ability to review and reform limited public sector government regulations in order to provide organizations, notably health and education institutions, with greater autonomy over HR decisions and to enhance their talent management agility (Gile et al., \u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2022\u003c/span\u003e).\u003c/p\u003e\u003c/li\u003e\u003c/span\u003e\u003cspan\u003e\u003cli\u003e\u003cp\u003eIn order to enhance employee retention and wellbeing, organizations may establish a talent wellness lifestyle (Nzonzo \u0026amp; Du Plessis, \u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e2020\u003c/span\u003e).\u003c/p\u003e\u003c/li\u003e\u003c/span\u003e\u003cspan\u003e\u003cli\u003e\u003cp\u003eAdditionally, organizations may allocate resources to HR analytics in order to assess the influence of productivity on retention and make informed decisions regarding HPWS (Muchowe et al., \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2025\u003c/span\u003e).\u003c/p\u003e\u003c/li\u003e\u003c/span\u003e\u003cspan\u003e\u003cli\u003e\u003cp\u003eOrganizations may also provide tangible support and encourage employee engagement, which is a critical mediator of retention, by training direct managers (Bawack et al., \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2024\u003c/span\u003e).\u003c/p\u003e\u003c/li\u003e\u003c/span\u003e\u003cspan\u003e\u003cli\u003e\u003cp\u003eHR professionals have the ability to develop TM strategies that are both inclusive and resonant within the context. This encompasses the implementation of supportive work-life balance strategies, the establishment of secure methods for employee communication, and the development of distinct strategic competency models for career development (Tushabe et al. \u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e2025\u003c/span\u003e; Chaacha, \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e2024\u003c/span\u003e).\u003c/p\u003e\u003c/li\u003e\u003c/span\u003e\u003c/ol\u003e\u003c/p\u003e\u003c/div\u003e"},{"header":"Declarations","content":"\u003ch2\u003e\u003cstrong\u003eEthical Approval and Consent to Participate:\u003c/strong\u003e\u003c/h2\u003e\n\u003cp\u003eThis investigation is a systematic literature review that is predicated on research articles that were previously published and do not contain primary data. The study does not entail the collection of data from human participants or animals.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eConsent for Publication:\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThere are no identifiable personal information, images, or videos in this study. Nevertheless, the final version of the manuscript was read and endorsed by all authors, and they have given their consent for its publication in this journal.\u003c/p\u003e\n\u003ch2\u003eClinical trial number\u003c/h2\u003e\n\u003cp\u003enot applicable\u003c/p\u003e\n\u003ch2\u003eFunding:\u003c/h2\u003e\n\u003cp\u003eNot Applicable\u003c/p\u003e\n\u003ch2\u003eAuthor Contribution\u003c/h2\u003e\n\u003cp\u003eThe review article and its interpretation have been collaboratively developed by Yasin Mohamoud Mohamed and Mekonnen Bogale Abegas. Yasin Mohamoud Mohamed: Database search, data extraction, data synthesis, interpretation and drafting the report. Mekonnen Bogale Abegas: Conceptualization, methodology design, supervision and critical review of the paper. All of the study's authors managed the entire procedure and made all necessary contributions.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\u003cli\u003e\u003cspan\u003eAdisa TA, Ogbonnaya C, Mordi C, Ajonbadi H, Adekoya OD. Seen but not heard: The voice of women at work and the mediating role of culture. Int J Hum Resource Manage. 2024;35(20):3496\u0026ndash;523. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1080/09585192.2024.2421345\u003c/span\u003e\u003cspan address=\"10.1080/09585192.2024.2421345\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e.\u003c/span\u003e\u003c/li\u003e\u003cli\u003e\u003cspan\u003eAkwei C, Nwachukwu C. 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Crossover of Engagement Among Academic Staff and Students During COVID-19. Psychology Research and Behavior Management, Volume 16, 3121\u0026ndash;3137. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.2147/PRBM.S416739\u003c/span\u003e\u003cspan address=\"10.2147/PRBM.S416739\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e\u003cli\u003e\u003cspan\u003eYeboah ST, Kumi E, Asamoah-Appiah W. Effects of employee engagement, marketing innovations and human capital growth integration on strategic brand performance: Exploring SMEs in Ghana. SN Bus Econ. 2025;5(7):77. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1007/s43546-025-00842-7\u003c/span\u003e\u003cspan address=\"10.1007/s43546-025-00842-7\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e.\u003c/span\u003e\u003c/li\u003e\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":false,"highlight":"","institution":"","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"discover-global-society","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"","sideBox":"Learn more about [Discover Global Society](https://www.springer.com/journal/44282)","snPcode":"44282","submissionUrl":"https://submission.nature.com/new-submission/44282/3","title":"Discover Global Society","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Discover Series","inReviewEnabled":true,"inReviewRevisionsEnabled":true},"keywords":"talent management, employee retention, human resources management, African organizations","lastPublishedDoi":"10.21203/rs.3.rs-7792068/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-7792068/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003e\u003cstrong\u003ePurpose: \u003c/strong\u003eThe goal of this paper is to explain how talent management practices affect the retention of African organizations by organized literature review of the available literature.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eMethodology and Design\u003c/strong\u003e: The PRISMA 2020 guidelines were adhered to. This systematic review synthesized 18 empirical and peer-reviewed research articles published between 2019 and 2025, which were sourced from Scopus, ScienceDirect, SpringerLink, and Taylor \u0026amp; Francis. The findings from both qualitative and quantitative studies included in the analysis were analyzed using descriptive content analysis across various African countries and sectors.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eResults: \u003c/strong\u003eThe paper identifies seven interconnected themes: 1. In this theme, the strategy is characterized by institutional challenges and context; 2. The integration of HR functions is a successful strategy; 3. Retention is contingent upon employee engagement; 4. External disruptions exacerbate precarity and the need for resilient systems; 5. Macro-frameworks and investments are the primary influencers. 6. Persistent cultural and gender barriers impede inclusive talent management, and 7. strategic HR development is a critical element of organizational effectiveness.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eOriginality\u003c/strong\u003e: This paper provides a comprehensive and timely analysis of talent management and retention practices in African organizations, transcending discussions to emphasize evidence-based actions and persistent obstacles. The paper provides researchers, HR practitioners, and policymakers with valuable insights to develop effective strategies for retaining talent in complex and evolving environments.\u003c/p\u003e","manuscriptTitle":"A Systematic Review of Talent Management and Retention in African Organizations","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2025-12-05 15:33:14","doi":"10.21203/rs.3.rs-7792068/v1","editorialEvents":[{"type":"communityComments","content":0},{"type":"decision","content":"Revision requested","date":"2026-03-25T16:01:32+00:00","index":"","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-02-21T20:05:06+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2026-02-17T06:43:43+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"220608600502208557129408535106302050436","date":"2026-02-16T12:34:26+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"81807652812459308307630845239382624940","date":"2026-02-08T13:45:34+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"36600003173516440465815866884347660721","date":"2025-12-26T18:05:26+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2025-12-17T04:20:48+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"43452401267650730164096398545506201664","date":"2025-12-06T04:46:01+00:00","index":"hide","fulltext":""},{"type":"reviewersInvited","content":"","date":"2025-12-03T15:48:18+00:00","index":"","fulltext":""},{"type":"editorInvited","content":"","date":"2025-12-01T05:54:05+00:00","index":"","fulltext":""},{"type":"editorAssigned","content":"","date":"2025-11-26T08:45:50+00:00","index":"","fulltext":""},{"type":"checksComplete","content":"","date":"2025-10-30T07:26:48+00:00","index":"","fulltext":""},{"type":"submitted","content":"Discover Global Society","date":"2025-10-30T07:23:42+00:00","index":"","fulltext":""}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"discover-global-society","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"","sideBox":"Learn more about [Discover Global Society](https://www.springer.com/journal/44282)","snPcode":"44282","submissionUrl":"https://submission.nature.com/new-submission/44282/3","title":"Discover Global Society","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Discover Series","inReviewEnabled":true,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"f64a1482-5a59-4945-89ca-f801b86a6cd4","owner":[],"postedDate":"December 5th, 2025","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"in-revision","subjectAreas":[],"tags":[],"updatedAt":"2026-05-21T18:08:29+00:00","versionOfRecord":[],"versionCreatedAt":"2025-12-05 15:33:14","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-7792068","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-7792068","identity":"rs-7792068","version":["v1"]},"buildId":"8U1c8b4HqxoKbykW_rLl7","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}