Adaption of Talent Management Scale into Turkish: Sinop University Case

Kılıç, Elife Doğan; Serin, Hüseyin; Karakus, Ozge; Ergene, Özkan; Corbaci, E. Cihat; Kilic, Nayil

doi:10.11114/jets.v5i1.1602

Cited by 5 publications

(3 citation statements)

References 4 publications

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“…Most of the studies focused on diverse factors contributing to talent management. For instance, Mujtaba, Mubarik and Soomro (2022) considered five domains such as “critical position identification, engaging talent, retaining talent, development of talent, talent acquisition.” Kilic et al (2017), on the other hand, did an exploratory study to identify eight domains of talent management, such as, “understanding of managing talent, process of hiring talent, talent determination, employees’ growth and development, maintaining positive relationship, authorization, awarding process, and work life balance.” Yener, Gurbuz and Pinar (2017) presented comprehensive study of the domains of managing talent in organization and its effectiveness. The review of these studies helped understand the conceptual philosophy of talent management as a construct and delineate the domains for the present questionnaire.…”

Section: Methodsmentioning

confidence: 99%

Managing talent and branding in learning organization

Patra,

Datta,

Bose

2023

TLO

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Purpose The success of the organization depends on its sustainability and growth in the competitive market. Retention and attraction of talent in the organization are strongly associated with organizational performance. Employer branding is an outcome activity that helps organizations show their strength to attract and retain talent. Talent management practices are mostly essential in the current context for retaining talent. This study aims to explore and identify the contributing factors in efficient talent management and to examine whether the factors contributing to employer branding differ concerning different demographic profiles of the employees for information technology organizations. Design/methodology/approach Data were collected from 617 adult participants using an 85-item questionnaire on talent management comprising 25 domains, developed for the present study. Findings Principal component analysis of the data indicated that 20 different factors make an impact in developing strong talent management practices. Three broad areas were identified, namely, personal benefits and growth, transparent organizational culture and social commitment of the organizations. Research limitations/implications Present research has not taken care of few other factors associated with the organization where employees’ retention gets adversely effected such as evaluation of performance and compensation management, training and development, etc. So, future research can be conducted these areas. These aspects are also required to be incorporated in future research. Practical implications Several implications of the present research can be presented in the following areas. It is found in the present research that the effectiveness of the talent management system mostly depends on personal benefits and growth, organizational culture and climate and the organizational out. Apart from the academic implications of the present research, practical implications of the present study cannot be ignored. The components and elements of the talent management in the perspectives employer branding can also appropriately applied by the organizations. Originality/value The contribution of the study lies in exploring and identifying three important aspects of the organization in talent management. Findings will have implications for different organizations in understanding, developing and implementing policies related to employer branding and talent management.

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Section: Methodsmentioning

confidence: 99%

Managing talent and branding in learning organization

Patra,

Datta,

Bose

2023

TLO

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“…It also supports the connection between TM and organizational performance. Kilic et al (2016) used the scale already utilized by the Oehley (2007) for assessment of 'partial TM competency model' in a university environment of Turkey, identified talents in educational setting generally play an important role in organizational success as well as in creating a positive organizational culture. Ulrich (2015) adopted a holistic approach and emphasized that talent and organization culture both need to be viewed together and proposed that this integration will create sustained competitive advantage.…”

Section: Literature Reviewmentioning

confidence: 99%

The logic for organizational talent management scorecard

Warraich¹,

Ahmed²

2020

Int. j. adv. appl. sci.

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The purpose of this study is to explore how academicians and talent management (TM) professionals (internationally and locally) perceived TM. Primarily, the intention is to report their views regarding the measurement and strategic alignment facets of the TM, in order to find out if TM does indeed require more attention. To carry out this task, a survey was conducted to understand the views of academics and TM professionals. Data was collected from both the academics (who have a research interest in the field of TM) and the TM professionals involved in ensuring the right talent for the organizations. A self-administered questionnaire was distributed to 200 academicians and TM professionals (locally/internationally), 102 duly filled questionnaires were received that makes a response rate of 51%. Apart from filling the questionnaire, the respondents were also requested to explicitly express their views regarding the measurement and strategic alignment aspects of TM in organizations. The result of the survey supported the idea of the development of TM scorecard for effective TM in organizations. Finally, the survey offers justification factors for the preparation of the organizational TM scorecard, which will be helpful in the effective implementation of TM strategies in organizations since it could help the organization to achieve a competitive advantage.

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“…This lack of consensus on TM definition affects the proposed measurement instruments. There are only two tests oriented to TM measurement, both entitled as “Talent Management Scale”: (1) Kilic et al . (2017) posited a latent structure with 8 factors (39 items): Understanding, hiring the talented ones, determining the talented ones, developing the employees, building positive relations, authorization, awarding and job-life balance, while (2) Tabancalı et al.…”

Section: Introductionmentioning

confidence: 99%

Measuring the teachers’ talent management

Liechti García,

Sesé

2024

IJEM

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PurposeA crucial issue in educational management refers to helping teachers reach their full potential and manage their talents. Although managing talent is advised as an essential resource for organizational transformation to maximize performance and to promote a school’s knowledge capital increase, Teachers’ talent management (TTM) is not an agreed-upon concept in the literature. The aim of this study is threefold: (1) to propose a theoretical and operational TTM definition, (2) to develop a test to measure TTM and (3) to discuss the value of TTM implementation in educational settings.Design/methodology/approachA psychometric validation design according to international standards for test development is implemented. A cross-sectional intentional sampling with 200 schools is used for obtaining reliability and validity evidence. We operationalized TTM using 9 factors (10 items per factor, 6-point Likert scale): attraction, selection, development, retention, succession, climate, culture, evaluation and knowledge management.FindingsResults show adequate evidence of reliability and validity, focusing on items' content and latent structure. The combined use of structural equation models (SEM) and psychometric networks (PN) detects a six-factor model with a test reduced version including 61 items, getting 64.28% of the total explained variance and adequate reliability indices and factor loadings.Originality/valueThe Teachers' Talent Management Assessment Test (TTMAT) can contribute educational institutions to create a culture of excellence and deliver the best possible education to their students. Educational transformation will only happen if teachers are professionalized, trained, motivated and supported to inspire and to guide their learners to reach their objectives and well-being.

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Adaption of Talent Management Scale into Turkish: Sinop University Case

Abstract: As a result o talented emplo to this new un feel motivated increased, the which are suit Talent manage and strengthen thesis of "Th teachers in T education in t confirmatory adaptation stu factor analysis the original sc

Cited by 5 publications

References 4 publications

Managing talent and branding in learning organization

Managing talent and branding in learning organization

The logic for organizational talent management scorecard

Measuring the teachers’ talent management

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