This paper investigates the link between HRM practices, talent management (TM), and firm performance and examines the role of HRM/business strategy alignment in an emerging market context. Through survey evidence gathered from 198 respondent firms, this study shows that TM, when focused on a series of practices aimed at developing workforce networks and social capital, is a key transmission mechanism mediating the relationship between HRM and firm performance. HRM strategy and business strategy alignment increases these performance impacts but is not an essential component in the HRM-TM-performance link.

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Employee support provides enormous benefits to help sustain a competitive advantage, respond to changes more quickly than competitors, and position the organization ahead of others. Awareness of this fact triggers organizations to prepare new motivational programs and practices. Employee involvement and rewards are among the many ways to achieve employee job satisfaction and motivational needs. Employee involvement entails giving employees an opportunity to influence decisions and actions regarding their jobs. Furthermore, rewards have the potential to prompt employees to act in line with organizational goals. This study aims to examine the relationship between employee involvement and job satisfaction based on the mediation effect of rewarding. Four hundred employees from the financial sector responded to a questionnaire. The relationship between employee involvement and job satisfaction was tested using hierarchical linear regression analysis. Results revealed that rewarding does mediate the relationship between employee involvement and job satisfaction. Organizations that give priority to employee needs and motivational processes should take both employee involvement and rewarding into consideration.

Purpose – The purpose of this paper is to analyze the moderating roles of future job expectations and efficacy beliefs in employees’ responses to unmet job expectations, i.e. emotional exhaustion, job satisfaction, and turnover intention. It also investigates whether and how work experience influences the interactive effects of unmet job expectations and efficacy beliefs on employees’ responses. Design/methodology/approach – Data were collected from 227 employees from a wide range of sectors. Hierarchical multiple regression analyses were used to test the hypotheses. Findings – The results showed that the relationships between unmet job expectations and emotional exhaustion and job satisfaction were stronger for employees with more positive future job expectations. In addition, efficacy beliefs moderated the relationship between unmet job expectations and turnover intention. For employees with more work experience, efficacy beliefs had a stronger moderating role in the relationship between unmet job expectations and the employees’ responses. Research limitations/implications – The common method variance might have inflated main effects at the expense of interaction effects. This study contributes to the understanding about the job expectations literature by demonstrating how individual-level factors moderate employees’ responses to unmet expectations. Practical implications – The results suggest that organizations need to manage their employees’ future job expectations, especially when these employees have higher levels of self-efficacy and work experience. Originality/value – This study is one of the first attempts to empirically explore how employees differ in their responses to unmet job expectations.

The objective of this article is to investigate the extent of differentiation of web communication on cultural grounds. For this purpose, US based Fortune 500 companies' domestic websites and their Turkish counterparts were culturally examined. Through a content analysis, the reflections of Hofstede's (1980) and Hall's (1976) cultural dimensions on the website content of the selected 88 websites were investigated. In general, significant differences were found in the depiction of cultural values on the websites examined. The results of this study provide implications for global companies in their attempts to culturally adapt their websites to local markets, in particular to Turkey.

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