Effects of Talent Management Practices on Organizational Engagement: A Quasi-Experimental Study

Abstract

Talent management (TM) is considered a strategic tool to gain a sustainable competitive advantage for organizations. This study aims to explore the effects of TM practices on the engagement level of employees. A field study has been conducted within a Turkish holding to analyze the effects of TM. However, the scope of the study is restricted to the administrative departments within the headquarters of the holding. A quasi-experimental design is developed to conduct the research, and two groups are designated as the talent and the control groups for the study. Data is collected via surveys on the members of both groups before and after the intervention. Interviews are conducted during the intervention process, a talent matrix and a talent grid are developed, and the development practices are offered and partially implemented. In order to investigate the impact of TM on employees' organizational engagement, the means (averages) of two groups are compared before and after the implementation of TM program. We tried to determine if the difference is statistically significant or not. The research findings reveal a significant difference in the employees' organizational engagement level between the talent group and control group before and after the implementation of TM program. This result indicates that TM strategy has a significant positive impact on employees' engagement.

Keywords

• resource-based view
• talent management
• organizational engagement
• quasi-experimental design
• human resource management