Talent retention practices and role of employee voice on employee work attitudes

One of the main functions of the today's human resources departments is to attract talented employees into the organization and to ensure the continuity of talented employees in the organization. Accordingly, over the past decade talent management has gained importance and become an effective tool for organizations that want to have competitive advantage and achieve maximum organizational performance. Talent management has become one of the rising trends in business world and in academic world, with the realization of importance of the talented employees to gain competitive advantage in today's uncertain and dynamic environment. Although talent management is a common and popular concept in the 2000s, it has not appeared in the literature until 1997. In 1997, the literature was introduced the term talent management for the first time with McKinsey&Company's "The War For Talent" report. In this report, it is emphasized that the most important resource of a company is valuable human resource and companies are in a talent war for talented human resource. Talent management supports organizations' strategic goals and is located at the heart of human resource functions. TM has vital outcomes on both organizational and employee level. At employee level, TM provides motivation and performance increasing. At organizational level, TM has outcomes such as increasing in productivity, product and service quality, financial performance and growth rate of companies. Talent management basically starts with attracting potential talents and thus creates a talent pool for the organization. Talent selection, recruitment, is carried out in line with the requirements of the organizations and the characteristics of the talented employee. The recruited talent is supported by various training and development programs. However, when all these are being done, companies also need to put emphasis on activities and processes for talent retention. Some managers and companies consider talent management is a process for merely gaining talents for the organization. However, sustainable competitive advantage and maximum organizational performance depend on the ability of company for talented employee retention. For this reason, talent retention is one of the key stones of talent management. Within the scope of this study, the relationship between talent retention practices in automotive industry and job satisfaction and turnover intention of employees is tried to research. Besides, it is tried to examine the mediator effect of employee voice in this relationship. In the first part of the study, the aim and the scope of the study were mentioned. In the second part of the study, the term talent is examined and different perspectives in literature for the term talent are discussed. After the description of talent, talent management is explained in a detailed way. History of talent management, different perspectives of talent management and the talent management philosophies are mentioned in this part. In the literature, there are so many arguments,0 for the differences and similarities of human resource management and talent management. In this study, the differences of human resource management and talent management are discussed. This part also includes the talent management practices and results of the talent management practices. The concept of global talent management which emerges as organizations become more and more internationally recognized is also explained in this part. Basically, talent management includes the steps of talent attraction, talent selection, talent development and talent retention. Talent attraction is ensuring to attract talented employees via applying various key positions in an organization. Talent selection is activities for generating talent pools and to select the right person at the right time for the right position from these talent pools. Talent development is supporting to talented employees with training and education for improvement of their capabilities and abilities. Talent retention includes retention of talented employees via increasing their commitment to the organization. In the third part of the study, talent retention, one of the basic steps of talent management, was touched on. In today's globalized business world, competition among companies is rapidly increasing and valuable human resources are beginning to essential for companies that want to survive in such a competitive environment. One of the most important goals of talent management is to keep talents in the organization because there is a war among the organizations for talented employees. In this part of the study, there is an emphasis on talent retention and talent retention applications of 21st century's organizations. In the forth part of the study, automotive industry and talent management applications in this industry are discussed. Today, the automotive industry is a key industry for developed and developing countries. The automotive industry is connected with many other industries. Because the application of this study is performed in automotive industry, information about the current situation of automotive industry in the world and in Turkey is given. As the automotive industry is capital and technology based, talented employees are also very important for companies that operates in automotive industry. The companies that are operating in automotive industry also want to have competitive advantage and high organizational performance like many other industries that are operating various sectors. The way for achieving these is to have talented employees in such a dynamic business environment. In the fifth part of the study, the application is given. The application is divided into two parts: qualitative and quantitative. An effective talent management process begins with talent identification. How an organization identifies talent is closely related to how the talent management system is established within the organization. Accordingly, attributes that a talented employee should have need to be identified. During the qualitative application phase, in-depth interviews are conducted with 20 people who work in automotive industry to determine talent items in automotive industry. As a result of these in-depth interviews, total of 29 talent items that an employee who works in automotive industry should have are identified. These talent items demonstrate a general idea for talent identification in automotive industry in Turkey. Moreover, these talent items also flash for the quantitative application phase. During the quantitative application phase, the effect of talent retention applications on job satisfaction and turnover intention of employees is investigated. In addition, the mediator effect of employee voice in this relationship is explained. In this respect, conceptual models, hypotheses and data collection tools are explained in this part. And then, data which was collected from 226 employees from automotive industry through the questionnaire is subjected to various statistcal analyzes. In statistical analyzes, the data set is divided into two groups, one is talented and the other one is non-talented. This division is made through talent items which are results of qualitative application. In the study, the applications for talent retention are divided into development-oriented and benefit-oriented applications. It has determined that there is a relationship between development-oriented and benefit-oriented applications and job satisfaction of talented and non-talented employees. Moreover, the mediator effect of employee voice in this relationship has found. Results revealed that talented employees are more influenced by the development-oriented applications whereas non-talented employees are more influenced by the benefit-oriented applications. According to results of study, the development-oriented applications have effect on turnover intentions of talented employees and the benefit-oriented applications have effect on turnover intentions of non-talented employees. Series of analysis results show that there are significant differences between job satisfaction and employee voice of talented and non-talented employees. Generations are separated from each other by birth years and by technological, social and cultural changes. Individuals from different generations could be all together in every area of life. When 21st century's organizations are examined, it could be said that employees from Generation X and Generation Y actively participate in the same working area in today's business life. Each generation could have different work attitudes, values and could approach events with different perspectives. These differences among the generations could be seen in business life as well as in daily life. In order to manage the differences between generations, it is necessary to understand the values of the generations that exist in today's organizations. In this study, it is researched whether there are differences between the values of Generation X and Generation Y. According to series of analysis, it is determined that there are some differences in values between Generation X and Generation Y. Since talented employees are the most important resources for 21st century's organizations, classical human resource management function has started to evolve towards talent management. In the last part of the study, general evaluations and various suggestions are made.