Effects of Talent Management On Organizational Trust: A Field Study

Abstract

We are living in an age where technological advances are fast and, consequently, cultural, social, and political changes are inevitable. Organizations take input from the outer environment and, through a production process, yield output to the same outer environment, and are affected in the mean while by changes in both faraway and nearby circles as well as their inner circles. Heading towards an information society, organizations are now assessed in terms of knowledge-based, mental, and creative criteria rather than the physical properties of the work. Today, organizations must set the direction of change in order to adapt, grow, and reach ever higher levels. For this purpose, they need to constantly question their existing methods, products, and services, and promote innovations that find the firsts and apply them. In order for organizations to grow by keeping a profitable and sustainable competitive edge, they need to have human resources that come up with innovative and creative projects. Two major concepts that have recently made their way into research on management and organization are talent management and organizational trust. Of strategic importance in our days, talent management is defined as an HR-focused management process that allows organizations to overcome difficulties and to systematically close the gap between the required talents and the existing talents on their way to their targets. The findings of the study were comparatively interpreted. The study is significant in that it draws attention to the effects of talent management on organizational trust, organizational efficiency, and performance. It is expected to contribute to the theoretical studies in the field and the researchers. (c) 2013 The Authors. Published by Elsevier Ltd.