Orientation: The Ministry of Justice in the government of the Republic of Namibia, which is tasked to implement an effective judicial system in the country, is one of the public sector institutions rocked by a shortage of critical skills. Research purpose: The aim of this study was to scrutinise the execution of talent management practices in the Ministry of Justice in the Namibian public sector by investigating the talent management execution levels, identifying the distractors and enablers that form part of the talent management practices and developing a conceptual framework of talent management execution. Motivation for the study: The war for talent is evident in the Ministry of Justice in the Namibian public sector, and limited research exists regarding the execution of talent management in this organisation. Research approach/design and method: The research was based on an exploratory research design and a qualitative approach was used. Purposive sampling was utilised and semi-structured interviews were conducted. The data were analysed by means of qualitative content analysis. Main findings: Talent management was executed on three levels: human resource execution, operational execution and strategic execution. Specific distractors and enablers were identified and formed part of the talent management practices. Practical/managerial implications: To execute talent management properly, managers and human resource managers should attend to the identified talent management distractors and enablers. Contribution/value-add: Talent management execution levels and the relating distractors and enablers were identified. A conceptual framework of talent management execution in the Ministry of Justice in the Namibian public sector was developed.

中文翻译：

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探索纳米比亚公共部门司法部的人才管理执行情况

方向：纳米比亚共和国政府司法部的任务是在该国实施有效的司法系统，是缺乏关键技能的摇摇欲坠的公共部门机构之一。研究目的：本研究的目的是通过调查人才管理执行水平，确定构成人才管理实践一部分的干扰因素和推动因素，来审查纳米比亚公共部门司法部人才管理实践的执行情况人才管理执行的概念框架。研究的动机：纳米比亚公共部门的司法部明显地表现出人才争夺战，并且该组织在人才管理执行方面的研究还很有限。研究方法/设计和方法：该研究基于探索性研究设计，并且使用了定性方法。采用目的抽样，并进行了半结构化访谈。通过定性内容分析对数据进行分析。主要发现：人才管理在三个级别上执行：人力资源执行，运营执行和战略执行。确定了特定的干扰因素和推动因素，并将其作为人才管理实践的一部分。实际/管理上的影响：为了正确执行人才管理，经理和人力资源经理应注意确定的人才管理干扰因素和推动因素。贡献/增值：确定了人才管理执行水平以及相关的干扰因素和推动因素。