The effect of talent management practices on organizational justice perception and motivations of employees

Year 2021, Volume: 2 Issue: 1, 63 - 73, 15.06.2020

Simge Değerli Çetin , Elif Özge Erbay

Abstract

The aim of this study is to examine the effects of practices of talent management on the organizational justice and motivation of employees in the textile sector. The study analyses organizational justice frequently discussed in literature, motivation, and talent management. The research question of the study is based on whether the perceptions of talent management of employees in the textile industry are affected by organizational justice and motivation. At the center of the research model are perceptions of tilent management. The predictive effects of talent management perceptions on motivation and organizational justice perceptions form the basis of the research model. The sample of the study consists of 50.0% male (n:137) and 50.20% female (n:137) employees working in the textile sector in Istanbul selected through the convenience sampling method. Organizational justice scale developed by Niehoff and Moorman (1993) was used to examine the organizational justice and its three sub-dimensions as distributional justice, procedural justice, and interactional justice; Perception of Talent Management Practices scale developed by Fegley (2006) to measure talent management practices, and Multidimensional Work Motivation Scale developed by Ertan (2008) to measure motivation, were also used. In the study, correlation and regression analyses were used to measure the relationships between the variables, and Cronbach’s alpha was calculated for the reliability analysis for the scales used in the study. The results of the study show that talent management has a positive and significant effect on both the motivation sub-dimensions (intrinsic and extrinsic) and organizational justice sub-dimensions (distributive, procedural, and interactional). The increase in talent management leads to an increase in the level of intrinsic and extrinsic motivation and perceptions of distributive, procedural, and interactional justice. Consequently, sub-dimensions of talent management have a predictive effect on motivation and organizational justice sub-dimensions.

Keywords

Textile firms, Organizational Justice, Motivation, Talent Management

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