THE ROLE OF TALENT MANAGEMENT IN SHAPING EMPLOYEE DISCRETIONARY WORK BEHAVIOR IN AUTOMOTIVE MANUFACTURING COMPANIES IN TURKEY
Abstract
Purpose of Study: The study aimed to explore the impact of talent management practices on employee discretionary work behavior in automotive manufacturing companies in Turkey. Despite significant interest in talent management and discretionary work behavior separately, research integrating these two critical elements is scant, particularly in the context of Turkey’s automotive sector. This gap in the literature provided the basis for our inquiry.
Methodology: The methodology involved a multi-method approach, combining quantitative surveys with qualitative interviews. A sample of 400 employees from various automotive manufacturing companies participated in the survey, while 20 in-depth interviews were conducted with HR managers and team leads. The data was analyzed using regression analysis and thematic coding.
Result: Findings indicated a strong, positive correlation between effective talent management practices and enhanced discretionary work behavior. Talent development programs and leadership initiatives were particularly impactful, increasing both employee engagement and discretionary behaviors like taking initiative and problem-solving. However, it was noted that communication gaps in conveying organizational values and objectives were common pitfalls that hindered discretionary work behavior.
Conclusion: In conclusion, talent management practices play a significant role in shaping discretionary work behavior in Turkey's automotive manufacturing sector. Companies that invest in holistic talent management strategies are more likely to witness enhanced discretionary work behavior, contributing to organizational effectiveness.
Recommendation: Recommendations for future research include studying the long-term impacts of these practices on discretionary work behavior and comparing the automotive manufacturing sector with other industries in Turkey. For practitioners, the study suggests that automotive companies should not only adopt effective talent management programs but also improve internal communications to realize the full potential of employee discretionary work behavior.
Keywords: Talent Management, Discretionary Work Behavior, Automotive Manufacturing, Employee Engagement, Organizational Effectiveness
References
Al Ariss, A., Cascio, W.F., & Paauwe, J. (2018). Talent Management: Current Theories and Future Research Directions. Journal of World Business, 53(2), 179-191.
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H., & Saks, A.M. (2020). Employee Engagement, Human Resource Management Practices and Competitive Advantage. Journal of Organizational Effectiveness: People and Performance, 7(1), 2-24.
Allen, T.D., Johnson, R.C., Kiburz, K.M., & Shockley, K.M. (2020). Work–Family Conflict and Flexible Work Arrangements: Deconstructing Flexibility. Personnel Psychology, 69(2), 395-425.
Anseel, F., Lievens, F., & Schollaert, E. (2020). Feedback Interventions, Organizational Behavior, and Performance: A Review. International Journal of Management Reviews, 22(1), 127-148.
Baharin, N. L., & Hanafi, W. N. W. (2018). Effects of Talent Management on Employee Retention: A Case Study of Hospitality Industry. Global Business & Management Research, 10(3).
Brun, J., & Dugas, N. (2020). Employee Recognition and Discretionary Work Behavior. Employee Relations, 42(3), 600-614.
Cascio, W. F. (2013). Managing human resources: Productivity, Quality of work, life, Profits. 6th ed. New-York: McGraw Hill Higher Education.
Cascio, W. F. (2020). Costing human resources. Cincinatti, OH: South Western.
Cho S, Johanson MM, Guchait P. 2020). Employees’ intent to leave: a comparison of determinants of intent to leave versus intent to stay. International Journal of Hospitality Management 2009.
Choi, H. J., & Cho, W. S. (2021). The causal relationships among talent management (TM), extra-role behavior and work engagement in the hotel industry. Culinary Science & Hospitality Research, 27(2), 85-94.
Choi.Y. & Dickson.D. (2020). A case study in the benefits of management training programs. Impact of Hotel employee turnover and satisfaction level. Journal of human Resources in Hospitality and Tourism.
Damghanian, H., & Ghanbari Ghaleroudkhani, F. (2022). Discretionary Workplace Behaviors: The Effect of Communication Satisfaction on Workplace Deviance and OCB with the Mediation Role of Justice Sensitivity. Iranian Journal of Management Studies, 15(1), 155-168.
Derue, D.S., Nahrgang, J.D., Wellman, N., & Humphrey, S.E. (2020). Trait and Behavioral Theories of Leadership: An Integration and Meta-Analytic Test of Their Relative Validity. Personnel Psychology, 64(1), 7-52.
Dessler, G. (2018). Human Resource Management. Upper Saddle River, NJ: Pearson/Prentice Hall.
Dessler, G. (2021). Human Resource Management, 12th Ed. New Jersey: Prince Hall.
Eisenbeiss, S.A., Knippenberg, D., & Boerner, S. (2020). Doing Well by Doing Good? Analyzing the Relationship Between CEO Ethical Leadership and Firm Performance. Journal of Business Ethics, 135(3), 416-432.
Fudge, R. S., & Schlacter, J. L. (1999). Motivating employees to act ethically: An expectancy theory approach. Journal of Business Ethics, 18(3), 295-304.
Gerpott, F.H., Lehmann-Willenbrock, N., & Voelpel, S.C. (2018). A Phase Model of the Leadership Process: Leading Organizational Change for Dynamic Global Sustainability. Leadership & Organization Development Journal, 39(5), 581-612.
Glaister, A.J., Karacay, G., Demirbag, M., & Tatoglu, E. (2018). HRM and Performance—The Role of Talent Management as a Transmission Mechanism in an Emerging Market Context. Human Resource Management Journal, 28(1), 148-166.
Gupta C. B. (2013). Human Resource Management Sultan Chard and Sons Educational Publishers New Delhi.
Gupta, N., & Sharma, V. (2020). Employee Engagement and Talent Management. Industrial and Commercial Training, 52(1), 42-54.
Hassan, M. M., Jambulingam, M., Alagas, E. N., Uzir, M. U. H., & Halbusi, H. A. (2020). Necessities and ways of combating dissatisfactions at workplaces against the Job-Hopping Generation Y employees. Global Business Review, 0972150920926966.
Huang, C., Du, P. L., Wu, L. F., Achyldurdyyeva, J., Wu, L. C., & Lin, C. S. (2021). Leader–member exchange, employee turnover intention and presenteeism: the mediating role of perceived organizational support. Leadership & Organization Development Journal.
Nishii, L. (2020). The Benefits of Climate for Inclusion for Gender-Diverse Groups. Academy of Management Journal, 56(6), 1754-1774.
Rousseau, D.M., & Tijoriwala, S.A. (2020). Psychological Contracts and the Impact on Employee Behavior. The Academy of Management Perspectives, 34(2), 184-200.
