Chazireni, BoboMjulwa, Sinoxolo2023-11-172023-11-172023-07https://hdl.handle.net/10321/5090Submitted in fulfilment of the requirements of the degree of Master of Management Sciences specialising in Human Resources Management at the Durban University of Technology, Durban, South Africa, 2023.The incomparable difficulty of today's business context, as manifested by globalisation, technology, and more significant socio-economic, geopolitical, and demographic changes, increases the inevitability of focusing on identifying, attracting, recruiting, developing, and retaining talent to direct its challenges. A solid understanding of the elements that drive municipal talent administration, retention strategy, employee strategic alignment, and employee motivation could enable municipalities to proactively execute Human Resource interventions to improve their talent management execution. This study examined the relationship between talent management and service delivery. The role of talent management as a mediator between recruitment and labour costs was also explored. Municipalities must retain talent if they are to remain leaders in effective and efficient service delivery. Human Resources play a critical role in promoting this. It is also crucial to emphasise talent management's crucial role in attracting, developing, and retaining skilled individuals. Results from the study showed that Talent management is critical if a municipality maintains a certain level of skills, which positively impacts service delivery. Results also revealed that there is a strong relationship between Talent management and service delivery and that Talent management is a key component in municipality service delivery that can only be achieved if a municipality practice and implement Talent management consistently. Furthermore, results have shown that lack of leadership, public servants’ commitment to efficient service delivery, and cadre placement contradict smooth succession and talent retention. A quantitative research methodology was used in the collection and analysis of data. A sample of 312 municipal officers was considered to participate in the study. The study utilised SSPS software to perform an analysis of the data106 penTalent managementService deliveryThesishttps://doi.org/10.51415/10321/5090