Publication: Örgüt kültürünün yetenek yönetimi uygulamalarına etkisi
Abstract
Bu çalışmanın amacı, örgüt kültürünün yetenek yönetimi uygulamalarına etkisini incelemektir. Çalışma, ilişkisel tarama modelinde tasarlanmış ve 210 beyaz yakalı çalışan üzerinde yürütülmüştür. Veri toplama yöntemi olarak anket tekniğinden yararlanılmıştır. Elde edilen veriler SPSS v27 analiz edilmiştir. Araştırma sonucunda, örgüt kültürünün farklı alt boyutlarının yetenek yönetimi uygulamalarını etkilediği tespit edilmiştir. Özellikle örgüt kültürünün uyum alt boyutunun, yetenek yönetimi uygulamalarının tüm alt boyutları üzerinde anlamlı ve pozitif bir etkiye sahip olduğu bulunmuştur. Vizyon boyutunun da kritik pozisyonların belirlenmesi, yetkinlik eğitimi ve gelişim alt boyutları üzerinde etkili olduğu görülmüştür. Katılım boyutu ise sadece gelişim alt boyutu üzerinde etkili iken, tutarlılık boyutu sadece kritik pozisyonların belirlenmesi alt boyutu üzerinde negatif yönlü bir etkiye sahiptir.
The purpose of this study is to examine the effect of organizational culture on talent management practices. The study was designed in relational survey model and conducted on 210 white-collar employees. A survey expert was used as the data collection method .The data obtained were analyzed with SPSS v27 program. As a result of the research, it was determined that different sub-dimensions of organizational culture affect talent management practices. In particular, the cohesion sub-dimension of organizational culture was found to have a significant and positive effect on all sub-dimensions of talent management practices. The vision dimension was also found to have an impact on the identification of critical positions, competency training and development sub-dimensions. While the participation dimension has an effect only on the development sub-dimension, the consistency dimension has a negative effect only on the critical position identification sub-dimension. These results reveal that organizations should consider different sub-dimensions of organizational culture while developing talent management practices. It can be said that a culture that is adaptable to the external environment, open to change, has a clear vision and encourages employees to participate in decisions will increase the effectiveness of talent management practices. However, excessive consistency and rigidity may reduce the effectiveness of talent management practices.
The purpose of this study is to examine the effect of organizational culture on talent management practices. The study was designed in relational survey model and conducted on 210 white-collar employees. A survey expert was used as the data collection method .The data obtained were analyzed with SPSS v27 program. As a result of the research, it was determined that different sub-dimensions of organizational culture affect talent management practices. In particular, the cohesion sub-dimension of organizational culture was found to have a significant and positive effect on all sub-dimensions of talent management practices. The vision dimension was also found to have an impact on the identification of critical positions, competency training and development sub-dimensions. While the participation dimension has an effect only on the development sub-dimension, the consistency dimension has a negative effect only on the critical position identification sub-dimension. These results reveal that organizations should consider different sub-dimensions of organizational culture while developing talent management practices. It can be said that a culture that is adaptable to the external environment, open to change, has a clear vision and encourages employees to participate in decisions will increase the effectiveness of talent management practices. However, excessive consistency and rigidity may reduce the effectiveness of talent management practices.