The effect of talent management practices on organizational commitment

The study aims to examine the effects of employees' perceptions on talent management practices and organizational commitment. In this direction, quantitative research methods were used in accordance with the purpose of the study. The Duran et al. (2019) scale of talent management practices was used to measure talent management practices. The scale developed by Mowday, Porter, and Steers (1979) and Kanungo and Sheldon (1982) and adapted into Turkish by Celep (2000) was used to measure the perception levels towards organizational commitment. 231 employees operating in public, private, and non-governmental sectors in Turkey participated in the study. Within the scope of the research, frequency analysis, internal consistency test, tests for examining differences, correlation, and regression analyzes were used. Correlation and regression analysis findings were used to test hypotheses and answer research questions. In the research, other talent management practices in the scale such as attraction, selection-placement, retention, loyalty, training, and rewarding applied by businesses; In addition to its effects on (a) commitment to colleagues, (b) commitment to the profession, (c) commitment to the organization, (d) commitment to work, and (e) organizational commitment, their relationships with each other were examined. When the findings of multiple regression analysis were examined, it was seen that talent management practices had a positive effect on the commitment to colleagues, profession, institution, work, and organization. In addition, when other findings are examined, it has been seen that there is a positive relationship between talent management practices and commitment to colleagues, profession, institution, work, and organization. Also it has been determined that the sub-dimensions of commitment and retention from talent management practices affect organizational commitment more than other sub-dimensions. When the findings were examined, it was seen that each change in talent management practices explained 56% of organizational commitment. As a result, it was agreed that the results of the research were generally compatible with the literature.