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THE ROLE OF PERCEIVED SUPERVISOR SUPPORT ON THE EFFECT OF THE PERCEPTION OF TALENT MANAGEMENT PRACTICES ON WORK ENGAGEMENT: A RESEARCH IN THE BANKING SECTOR

Year 2021, Volume: 16 Issue: 55, 24 - 50, 30.01.2021
https://doi.org/10.14783/maruoneri.794420

Abstract

Since the process started with classical management theories in the management literature, the role and importance of human has always been the subject of discussion. Human who was seen as a machine before, has become the focus of the business with the technological developments. In today’s world where intense competition is experienced, talented employees and their engagement to the work is an indispensable element for companies. Accordingly, businesses have to apply various practices to select talented employees and keep them in the business. For this reason, businesses that want to include talented employees and ensure sustainability have started to focus on talent management practices. In this study, the effect of talent management practices on work engagement and mediating role of perceived supervisor support in this relationship were examined. In this context, consisting of a population of 6.710 people, 443 people working in a private bank were interviewed and the data obtained is analyzed under the SPSS 22 program. An important and positive mid-level relationship was observed between the sub-dimensions of talent management practices and work engagement and perceived supervisor support. In addition, it was concluded that an increase in employees’ positive perception of talent management practices increases the level of work engagement and that perceived supervisor support in this relationship is a partial mediator.

References

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  • Durmuş, B., Yurtkoru, E. S. & Çinko, M. (2018). Sosyal Bilimlerde SPSS’le Veri Analizi. İstanbul: Beta Yayıncılık.
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YETENEK YÖNETİMİ UYGULAMALARI ALGISININ İŞE ADANMIŞLIĞA ETKİSİNDE ALGILANAN YÖNETİCİ DESTEĞİNİN ROLÜ: BANKACILIK SEKTÖRÜNDE BİR ARAŞTIRMA

Year 2021, Volume: 16 Issue: 55, 24 - 50, 30.01.2021
https://doi.org/10.14783/maruoneri.794420

Abstract

Yönetim literatüründe klasik yönetim teorileriyle başlayan süreçten itibaren insanın rolü ve önemi her zaman tartışma konusu olmuştur. Önceleri bir makine gibi görülen insan, yaşanan teknolojik gelişmeler ve değişimlerle birlikte işletmenin odak noktası olmaya başlamıştır. Yoğun rekabetin yaşandığı günümüzde ise bir değer olarak kabul edilen yetenekli çalışanlar ve onların işe adanmışlıklarını sağlamak işletmeler için vazgeçilmez bir unsurdur. Bu doğrultuda işletmeler, yetenekli çalışanları seçmek ve onların işletmede kalmalarını sağlamak için çeşitli uygulamalara başvurmak durumundadır. Bu nedenle yetenekli çalışanları bünyelerine dahil etmek ve sürdürülebilirliği sağlamak isteyen işletmeler, yetenek yönetimi uygulamalarına ağırlık vermeye başlamıştır. Bu çalışmada yetenek yönetimi uygulamalarının işe adanmışlık üzerindeki etkisi ve bu ilişkide algılanan yönetici desteğinin aracı rolü incelenmiştir. Bu doğrultuda 6.710 kişilik bir evrenden oluşan özel bir bankanın 443 çalışanına anket uygulanarak elde edilen veriler SPSS 22 programı aracılığıyla analiz edilmiştir. Yetenek yönetimi uygulamalarının alt boyutları ile işe adanmışlık ve algılanan yönetici desteği arasında anlamlı ve pozitif yönlü bir ilişki bulunmuştur. Ayrıca çalışanların yetenek yönetimi uygulamalarına ilişkin olumlu algısının artmasının işe adanmışlık düzeyini arttırdığı ve bu ilişkide algılanan yönetici desteğinin kısmi aracılık rolü olduğu sonucuna ulaşılmıştır.

References

  • Agarwal, U., Datta, S., Blake-Beard, S. & Bhargava, S. (2012). Linking LMX, innovative work behaviour and turnover intentions: The mediating role of work engagement. Career Development International. 17 (3), 208-230.
  • Alferaih, A., Sarwar, S. & Eid, A. (2018). Talent turnover and retention research: The case of tourism sector organisations in Saudi Arabia. Evidence-based HRM: a Global Forum for Empirical Scholarship. 6 (2), 166-186.
  • Axelrod, B., Handfield-Jones, H. & Welsh, T. (2001). War for talent, part two. The McKinsey Quarterly. 2 (2), 9-11.
  • Bakker, A. B., Albrecht, S. L. & Leiter, M. P. (2011). Key questions regarding work engagement. European Journal of Work and Organizational Psychology. 20 (1), 4-28.
  • Bakker, A. B., Schaufeli, W. B., Leiter, M. P. & Taris T. W. (2008). Work engagement: An emerging concept in occupational health psychology. Work & Stress. 22 (3), 187-200.
  • Balakrishnan, C., Masthan, D. & Chandra, V. (2013). Employee retention through employee engagement – A study at an indian international airport. International Journal of Business and Management Invention. 2 (8), 9-16.
  • Banihani, M., Lewis, P. & Syed, J. (2013). Is work engagement gendered?. Gender in Management: An International Journal. 28 (7), 400-423.
  • Barkhuizen, N., Mogwere, P. & Schutte, N. (2014). Talent management, work engagement and service quality orientation of support staff in a higher education institution. Mediterranean Journal of Social Sciences. 5 (4), 69-77.
  • Baron, R. M. & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology. 51 (6), 1173-1182.
  • Berger, D. R. & Berger, L. A. (2004). The journey to organization excellence: Navigating the forces impacting talent management. Berger, L. A. & Berger, D. R. (Ed.). The Talent Management Handbook (ss.34-44). New York: McGraw-Hill.
  • Bhatnagar, J. (2007). Talent management strategy of employee engagement in indian ITES employees: Key to retention. Employee Relations. 29 (6), 640-663.
  • Blau, P. M. (1960). A theory of social integration. The American Journal of Sociology. LXV (6), 545-556.
  • Boštjančič, E. & Slana, Z. (2018). The role of talent management comparing medium-sized and large companies – major challenges in attracting and retaining talented employees. Frontiers in Psychology. 9 (1750), 1-10.
  • Cheese, P., Thomas, R. J. & Craig, E. (2008). The Talent-Powered Organization: Strategies for Globalization, Talent Management and High Performance. London: Kogan Page.
  • Crane, B. & Hartwell, C. J. (2019). Global talent management: A life cycle view of the interaction between human and social capital. Journal of World Business. 54 (2), 82-92.
  • Dawley, D. D., Andrews, M. C. & Bucklew, N. S. (2008). Mentoring, supervisor support, and perceived organizational support: What matters most?. Leadership & Organization Development Journal. 29 (3), 235-247.
  • Dawley, D., Houghton, J. D. & Bucklew, N. S. (2010). Perceived organizational support and turnover intention: The mediating effects of personal sacrifice and job fit. The Journal of Social Psychology. 150 (3), 238-257.
  • Day, D. V. (2000). Leadership development: A review in context. Leadership Quarterly. 11 (4), 581-613.
  • Doherty, N., Tyson, S. & Viney, C. (1993). A positive policy? Corporate perspectives on redundancy and outplacement. Personnel Review. 22 (7), 45-53.
  • Durmuş, B., Yurtkoru, E. S. & Çinko, M. (2018). Sosyal Bilimlerde SPSS’le Veri Analizi. İstanbul: Beta Yayıncılık.
  • Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly. 44 (2), 350-383.
  • Eisenberger, R., Huntington, R., Hutchison, S. & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology. 71 (3), 500-507.
  • Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L. & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology. 87 (3), 565-573.
  • Eyring, J. (2014). Talent management strategies for multi-speed growth: Getting your practices in the right gear. People & Strategy. 37 (3), 30-34.
  • Fajčiková, A., Fejfarová, M. & Urbancová, H. (2016). Employee development by talent management implementation. Scientific Papers of the University of Pardubice, Series D, Faculty of Economics & Administration. 23 (38), 18-30.
  • Fan, P. (2018). Person – organization fit, work – family balance, and work attitude: The moderated mediating effect of supervisor support. Social Behaviour and Personality. 46 (6), 995-1010.
  • Fegley, S. (2006). 2006 Talent Management Survey Report. Alexandria: SHRM.
  • Ganaie, M. U. & Haque, M. (2017). Talent management and value creation: A conceptual framework. Academy of Strategic Management Journal. 16 (2), 1-9.
  • Giray, D. M. (2013). İş yeri desteği: Örgüt, yönetici ve çalışma arkadaşları desteğine genel bir bakış. “İş, Güç” Endüstri İlişkileri ve İnsan Kaynakları Dergisi. 15 (3). 65-81.
  • Gordon, S., Adler, H., Day, J. & Sydnor, S. (2019). Perceived supervisor support: A study of select – service hotel employees. Journal of Hospitality and Tourism Management. 38, 82-90.
  • Greenhaus, J. H., Parasuraman, S. & Wormley, W. M. (1990). Effects of race on organizational experiences, job performance evaluations, and career outcomes. Academy of Management Journal. 33 (1), 64-86.
  • Gürbüz, S. & Şahin, F. (2018). Sosyal Bilimlerde Araştırma Yöntemleri. Ankara: Seçkin Yayıncılık.
  • Guthridge, M., Komm, A. B. & Lawson, E. (2008). Making talent a strategic priority. The McKinsey Quarterly. (1), 49-59.
  • Hair, J. F., Black, W. C., Babin, B. J. & Anderson, R. E. (2014). Multivariate Data Analysis. Upper Saddle River, NJ: Pearson.
  • Harmon, F. (2003). Business 2010: Five Forces That Will Reshape Business – and How to Make Them Work for You. MasterFile Complete veri tabanı.
  • Harter, J. K., Schmidt, F. L. & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology. 87 (2), 268-279.
  • Highhouse, S., Lievens, F. & Sinar, E. F. (2003). Measuring attraction to organizations. Educational and Psychological Measurement. 63 (6), 986-1001.
  • Homans, G. C. (1958). Social behavior as exchange. American Journal of Sociology. 63 (6), 597-606.
  • Hughes, J. C. & Rog, E. (2008). Talent management: a strategy for ımproving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management. 20 (7), 743-757.
  • Hughes, L. W., Avey, J. B. & Norman, S. M. (2008). A study of supportive climate, trust, engagement and organizational commitment. Journal of Business & Leadership:Research, Practice, and Teaching.4 (2), 51-59.
  • Huselid, M. A., Beatty, R. W. & Becker, B. E. (2005). A players or a positions? The strategic logic of workforce management. Harvard Business Review. 83 (12), 110-117.
  • Iles, P., Chuai, X. & Preece, D. (2010). Talent management and hrm in multinational companies in beijing: definitions, differences and drivers. Journal of World Business. 45 (2), 179-189.
  • Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal. 33 (4), 692-724.
  • Kang, H. J., Gatling, A. & Kim, J. (2015). The impact of supervisory support on organizational commitment, career satisfaction, and turnover intention for hospitality frontline employees. Journal of Human Resources in Hospitality & Tourism. 14 (1), 68-89.
  • Kim, K. & Jogaratnam, G. (2010). Effects of individual and organizational factors on job satisfaction and intent to stay in the hotel and restaurant industry. Journal of Human Resources in Hospitality & Tourism. 9 (3), 318-339.
  • Kottke, J. L. & Sharafinski, C. E. (1988). Measuring perceived supervisory and organizational support. Educational and Psychological Measurement. 48 (4), 1075-1079.
  • Kuvaas, B. & Dysvik, A. (2010). Exploring alternative relationships between perceived investment in employee development, perceived supervisor support and employee outcomes. Human Resource Management Journal. 20 (2), 138-156.
  • Lewin, J. E. & Sager, J. K. (2008). Salesperson burnout: a test of the coping – mediational model of social support. Journal of Personal Selling & Sales Management. 28 (3), 233-246.
  • Madan, A. & Bhatnagar, J. (2015). Talent Management in Emerging Firms. https://www.researchgate.net/ publication/277379028 adresinden alındı.
  • Maertz Jr, C. P., Grıffeth, R. W., Campbell, N. S. & Allen, D. G. (2007). The effects of perceived organizational support and perceived supervisor support on employee turnover. Journal of Organizational Behaviour. 28 (8), 1059-1075.
  • Manpower (2006). Talent Shortage Survey 2006 Global Results.
  • May, D. R., Gilson, R. L. & Harter, L. M. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of Occupational and Organizational Psychology. 77 (1), 11-37.
  • McCauley, C. & Wakefield, M. (2006). Talent management in the 21st century: Help your company find, develop, and keep its strongest workers. The Journal for Quality and Participation. 29 (4), 4-7.
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Details

Primary Language Turkish
Journal Section Makale Başvuru
Authors

Merve Gizem Çömlekçi 0000-0002-7816-3673

Müge Leyla Yıldız

Publication Date January 30, 2021
Published in Issue Year 2021 Volume: 16 Issue: 55

Cite

APA Çömlekçi, M. G., & Yıldız, M. L. (2021). YETENEK YÖNETİMİ UYGULAMALARI ALGISININ İŞE ADANMIŞLIĞA ETKİSİNDE ALGILANAN YÖNETİCİ DESTEĞİNİN ROLÜ: BANKACILIK SEKTÖRÜNDE BİR ARAŞTIRMA. Öneri Dergisi, 16(55), 24-50. https://doi.org/10.14783/maruoneri.794420

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Öneri

Marmara UniversityInstitute of Social Sciences

Göztepe Kampüsü Enstitüler Binası Kat:5 34722  Kadıköy/İstanbul

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