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1 GUGEF GAZI UNIVERTESI GAZI EGITIM FAKULTESI DERGISI j ISSN: Vol.04, No.08 (August 2015) The Relationship between Talent Management and Organizational Justice in Service Organizations Mehrdad Bakhtiar Dehkordy 1, Hadi Bahrami Babaheidari 2, Shabnam Shadabfar 3, Hussein Yavari 4 1 Department of Management, Payame Noor University, PO BOX , Tehran, I.R of IRAN 2 Department of Management, college of human sciences, Najafabad branch, Islamic Azad University, Isfahan, Iran 3 Department of Management, Payame Noor University, PO BOX , Tehran, I.R of IRAN 4 Master Student University police Amin, Tehran, Iran ABSTRACT The purpose of this study was to investigate the relationship between talent management Organizational Justice is in service organizations. Methods of cross-correlation. The population of the study, 200 of all employees of the National Bank is Shahrekords.random sampling and sample the Morgan 147 persons have been identified.the questionnaire used in this study include questionnaires Moorman organizational justice and Moorman and talent management questionnaire Ahmadi et al.reliability and validity of the questionnaire was determined using Cronbach's alpha for justice 0.78 talent management questionnaire 0.87 is obtained. After analyzing the responses to the questionnaire showed that there was a significant positive correlation between talent managementorganizational justice isrealized.it also found that the components of The attracting talent, Assessment system, training and development of talent and Retain talent system had significant positive correlation with organizational justice. Key words: talent management, organizational justice, National Bank 1

2 Introduction One of the most important elements of an organization's human resources are considered. Each member of your current or future employment of those who are in a mood, feelings, emotions, abilities and talents are different from other members. When a person does not have the ability to do the job, it is the duty of teaching, to the individual's ability to obtain necessary. One of the main problems of the current problems of the task of education, empower employees and increase their sense of belonging to the organization. It is the responsibility of employees to the organization's interests, then we can say that one of the tasks of recruiting top talent for their education. In relation to this topic clearly takes the role of talent management, talent management, training and opportunities to increase their ability to create and to increase their sense of belonging. Another important topic in addition to talent management has become prevalent in organizations today is justice.if organization amount of attention that is fair to our employees in all areas of the cause of justice.after you enter the staff were (Recruitment) and the necessary training and they did their jobs efficiently and effectively (talent management) and received the reward for success in the face of organizational justice, the justice is suitable provides for the development of human societies. Problem Statement: In the present era of change as an essential factor for future development are considered.due to the intense competitive business environment, business development, talent management is one of the most important factors in maintaining a competitive advantage in organizations is considered. So that the elite can be very valuable to the organization and the growth and prosperity of the organization are brought.however, few organizations focus on human capital and the majority of them on new technologies, operating systems and software investments are planned. The modern organizations are investing their progress depends on the talent of their employees, staff, and they are trying to the Side Success Final Guidance Them. On the other hand, with regard to talent management, organizational justice and job satisfaction, and ultimately the most important factors affecting the performance of human resources in organizations.for this reason, organizations and activities to motivate their employees to work effectively, a lot of management turns. This is important because in any organization to achieve the goals of the organization is associated with progression.in this regard the behavior and performance of employees in the organization process is effective. In organizational studies found that due to job satisfaction, and organizational citizenship behavior and factors such as the tendency of absenteeism, turnover, resignation, dismissal, conflict, stress and physical and mental illnesses related personnel.(1999, Robbins) Importance of research: Justice as a basic need for human social life has always been, throughout history, injustice and inequitable distribution of achievements and outcomes, leading to a decline in employee morale and spirit of having them, so justice, survival and password the stability and development of the organization and its staff. The most significant capital investment organizations and whatever the quality is better, the probability of success, survival and promotion agencies will increase. Therefore, this should improve the quality of human capital due diligence, because this action will benefit both the organization and the benefit of its members. Manpower loyal, satisfied, consistent with the goals and values of the organization and membership organization that is willing to go beyond the prescribed tasks, activities, could be an important factor in the effectiveness of the existence of such a force, coupled with high levels of performance and low rates of absenteeism, staff turnover, and face delays and organizations in the community to look good and provide the basis for the growth and development of the organization. Conversely manpower with satisfaction, organizational commitment, justice and less inclined to leave the organization, not only to achieve the organizational objectives does not move, 2

3 but in creating a culture of indifference to the problems of the other employees of the organization is effective. Talent management Review of the literature in the field of talent management represent a range of different definitions.according Duttagupta(Duttagupta, 2005) Talent management is the strategic management of the flow of talent in the organization, and its purpose is to be a source of talent available for matching the right people with the right jobs at the right time based on the strategic goals of the business to be created. The idea Schweyer(Schweyer, 2004) Contains all talent management processes, human resources and technology axes, which usually includes: sourcing, selection, selection, deployment, maintenance and renewal of workforce development and talent combined with analysis and planning and various elements together. Philips model and Roper: One of the most popular models in the field of talent management, the 5 Factor Phillips and Roper, this model includes the following factors: 1. Recruitment: the most important processes in talent management and recruiting talented.select one of the problems in the organizational systems and community-based indicators is desirable Google, for example, to select every 187 hours of his time to the right person and the right to choose.in order to attract talent to create corporate brand, introducing the unique characteristics of the audience is very important. Introductions Capabilities Offers Inside Organization To the Individuals With the Talent And the Show To give The Subject Employees NEW That Site Organization On Competency And the Rank Inside Posts The Have Of the Factors Recruitment Talents To the Count Goes.The Purpose Organizations To Traditional Recruitment To Next With And the Strategies Creative Recruitment To Use Are.Strategies such sites and networks active in this area, colleagues introduced programs of this type are wages above the market level. 2. Hiring: The use of objective performance measures such as psychological evaluation, behavioral interviewing, and assessment of personality and job knowledge tests to select and adapt the right person with the job has become more common. 3. Engagement: involve different individuals can have such attention to creativity, acceptance of personal responsibility for the events that occur and moral aspirations for success. 4. Development and improvement: Due to the unique characteristics of talented people, strategy development and improvement should be very specific.important role in the improvement of talent on the line managers) direct managers (that is, the managers are getting stronger every employee must understand what causes it.one of the ways to encourage employees to take responsibility for his own personal development.for example, employees may be asked to explain their needs improvement and optimization.this factor(to the question of development) leading to the discovery of hidden talents is also provided. 5. The retention of employees: keep very close ties with the personnel management system of the organization.given the challenges and expectations of the younger generation is very important to keep them.talents to push the organization to constantly and continuously improve their abilities and capabilities.the approach to developing a meritocracy is one of the solutions.(phillips and Roper, 2009) Organizational Justice: 3

4 The term justice refers to toughness or righteousness (Colquitt et. al., 2001). Organizational justice is a concept defined as the quality of social interaction in the workplace (Greenberg, 1990; Konovsky, 2000; Lind and Tayler, 1988), and organizational justice refers to the extent which employees are treated fairly in their workplace (Moorman, 1991; in Elovainio, van den Bos, Linna, Kivimaki, Ala-Mursula, Pentti and Vahtera, 2005). Justice is a multi-dimensional construct that evolves from how much the employees get paid to how fairly the employees are treated by upper management. Because of its content; researchers divided justice into several dimensions such as distributive justice, procedural justice, interpersonal justice, and informational justice and examined the questions raised by different issues according to these dimensions (Greenberg, 2005). Distributive Justice: Distributive Justice is conceptualized as the fairness associated with decision outcomes and distribution of resources. The outcomes or resources distributed may be tangible (e.g., pay) or intangible (e.g., praise). Perceptions of distributive justice can be fostered when outcomes are perceived to be equally applied (Adams, 1965). Procedural Justice: Procedural Justice is defined as the fairness of the processes that lead to outcomes. When individuals feel that they have a voice in the process or that the process involves characteristics such as consistency, accuracy, ethicality, and lack of bias then procedural justice is enhanced (Leventhal, 1980). Interpersonal justice: In 1986 two researchers Bays and Moog conveyed the word of interactional justice. According to their views, kinds of interactional justice, distributive and procedural are different social action and refer to the processes. Interactional justice is emphasized in this context that the quality of interpersonal behavior is effective in determining justice. Interpersonal behavior includes personal behavior and the behavior of people with humility and trust in relationships (Rezaian, 2009) Literature: Zahra Najafi Tmlyh (2012) in the study as a model to assess the merits of talent management and its relationship with job satisfaction, organizational commitment and desire to leave the organization to achieve the following results: 1. To provide a challenging and meaningful work and manage work-life balance, job satisfaction will increase. 2. Establish and maintain relationships with employees variables, providing a challenging and meaningful work, fair pay and manage the balance between work and life is an increase in commitment. 3. The challenge of providing meaningful work, fair pay and manage the balance between work and life is directly reduced by the desire to leave. Mary Jowkar (2012) in scholarly analysis of the relationship between elite talent management and employee performance evaluation techniques using data envelopment analysis at the National Iranian Oil Refining the relationship between performance assessment and talent management may be revealed. 4

5 Mary Barabadi (2012) research has examined the relationship between talent management and organizational commitment in the organization of social security is significant positive correlation between talent management and organizational commitment has recognized that. Amin Mirzaii (2012) research has provided a model for assessing the impact on job satisfaction and employee talent management to achieve the following results: 1. Talent Management, a significant positive impact on job satisfaction and components Yazd University has talent and retain talent in the talent management components have the greatest impact on job satisfaction. 2. significant effect between the components of the " talent assessment " and " development of talents " with no job satisfaction Research hypotheses: The main hypothesis: Significant positive correlation between talent management and organizational justice there. Alternative hypothesis: -The attracting talent and significant impact on organizational justice. - Assessment system and discover talent and significant impact on organizational justice. -Training and development of talent, a direct and significant impact on organizational justice. -Retain talent system, direct and significant impact on organizational justice. Conceptual model: Talentmanagement The attracting talent Organizational justice Assessment system Training and development of talent Retain talent system Figure (1) 5

6 Methods of research: Since that the goal Research Examine the relationship between talent management Organizational justice is of the This Face Research Present of the View The goal Applications and the Of the View Information Analysis of the Type Solidarity to Be To examine the relationship between variables and hypothesis testing information gathered through questionnaires collected after the SPSS statistical software was used. The main instrument is a questionnaire that is used questionnaires organizational justice and talent management. Talent management questionnaire: For investigating talent management talent management questionnaire Ahmadi and colleagues used. The questionnaire contains 28 questions and four dimensions: talent, talent assessment and discovery, development and training of talent and retain talent is formed. Organizational Justice Questionnaire: For variable organizational justice and Moorman questionnaire was used. The questionnaire contains 20 questions that the three dimensions of distributive justice, procedural and interactional included. The reliability of interest: organizational justice Table (1)Reliability Statistics talent management N of Items Cronbach's Alpha In this study, to investigate the validity and reliability of Cronbach's alpha test is used in accordance with Table (1) for talent management 0.87% and 0.78% respectively for justice that are acceptable level. The population and sample: The study sample of 200 employees from all branches of National Bank of Shahrekord city is. Using a sample of 147 was obtained from Morgan and questionnaires were distributed among 147 randomly. Findings: Survey research hypothesis: The attracting talent organizational justice Table (2) The attracting talent organizational justice Pearson Correlation Sig. (2-tailed) 0.00 Pearson Correlation Sig. (2-tailed) 0.00 The first sub-hypothesis: Recruitment of talent and significant impact on organizational justice. According to Pearson and Table (2) in conjunction with the first sub-hypothesis can be deduced the following: 1. The attracting talent has a direct impact on organizational justice. 6

7 2. Because of the significance level is and condition sig</01this correlation is established. The second sub-hypothesis: Assessment system and discover talent and significant impact on organizational justice. Assessment system organizationa l justice Table (3) Assessment system organizational justice Pearson Correlation Sig. (2-tailed) Pearson Correlation Sig. (2-tailed) According to Pearson and Table (3) in relation to the second sub-hypothesis can be deduced the following: 1. Assessment system and the discovery of talent and a significant direct impact on organizational justice. 2. Because of the significance level is and conditions sig<0.1 this correlation is established. The third sub-hypothesis: the development and talent training, direct and significant impact on organizational justice. training and development organizational justice Table (4) training and development organizational justice Pearson Correlation Sig. (2-tailed) Pearson Correlation Sig. (2-tailed) According to Pearson and Table (4) in relation to the third sub-hypothesis can be deduced the following: 1. The training and development of talent and a significant direct impact on organizational justice. 2. Because of the significance level is0.000and conditionssig<0.1 this correlation isestablished. The fourth sub-hypothesis: the direct and significant impact on organizational justice and Retain talent system. 7

8 Retain talent system organization al justice Table (5) Retain talent system organizational justice Pearson Correlation 1 /347 Sig. (2-tailed) /000 Pearson Correlation /347 1 Sig. (2-tailed) /000 According to Pearson and Table (5) in relation to the fourth sub-hypothesis can be deduced the following: 1. Retain talent system has a direct impact on organizational justice. 2. Because of the significance level is0.000and conditionssig<0.1 this correlation isestablished. Conclusion In this study we examine the impact of talent management on organizational justice research results indicate a direct relationship between these two variables and can be this kind of talent management in the equity of the organization to conclude that the play an important role.organizations to bring justice to the organization should take advantage of talented people, put them in positions related to their talent and develop their talents and efforts. To stimulate employees to create a sense of trust and eventually spread throughout the growth and performance of their organization. References 1. Barabadi, M (2012),The relationship between talent management and organizational commitment in the Social Security Organization of Golestan, MS Thesis, School of Management, Payam Noor University, Tehran. 2. Jowkar, M (2012) analyze the relationship between elite talent management and employee performance evaluation using data envelopment analysis at the National Iranian Oil Products Distribution, MS Thesis, Faculty of Engineering, University of Allameh Tabatabai. 3. Mirzaii, Amin (2012) presented a model to study the impact of talent management, employee job satisfaction, MS Thesis, Faculty of Engineering, University of Yazd 4. Najafi Tmlyh, Z. (2012) assess the merits of talent management and its relationship with job satisfaction, organizational commitment and desire to leave the organization, MS Thesis, Faculty of Engineering, Payam Noor University, Tehran. 5. Adams, J. S. (1965). Inequity in social exchange. In L. Berkowitz :( Ed.), Advances in experimental social psychology (Vol. 2, pp ). New York: Academic Press. 6. Colquitt, J. A. (2001). On the dimensionality of organizational justice: A construct validation of a measure. Journal of Applied Psychology, 86, Elovainio, M.(2005), van den Bos, Kees, Linna, Anne Kivimaki, Mika, Ala-Mursula, Leena, Pentti, Jaana and Vahtera, Jussi Education, Inc. Published by Prentice Hall, pp Management Model of Fairness Judgments Among Finnish Public Sector Employees. Social Science and Medicine, 61, 2005, pp Greenberg, Jerald (2005). Managing Behavior in Organizations. Fourth Edition, Copyright 2005 by Pearson Education, Inc. Published by Prentice Hall, pp Greenberg, J. (1990). Organizational justice: Yesterday, today, and tomorrow. Journal of Management, 16, In Elovainio et. al. (2005), Combined effects of uncertainty and organizational justice on employee health: Testing the uncertainty management model of fairness judgments among Finnish public sector employees. Social Science and Medicine 61 (2005) Konovsky, M. A. (2000). Understanding procedural justice and its impact on business organizations. Journal of Management, 26, Leventhal, G. S. (1980). What should be done with equity theory? New approaches to the study of fairness & R. Willis (Eds.), Social exchange: Advances in social relationship. In K.Gergen, M. Greenberg, in theory and research (pp ). New York: Plenum Press. 8

9 13. Lind, E. A., and Tyler, T. R. (1988). The social psychology of procedural justice. New York: Plenum. In Elovainio et. al. (2005). Combined effects of uncertainty and organizational justice on employee health: Testing the uncertainty management model of fairness judgments among Finnish public sector employees. Social Science and Medicine 61 (2005) Moorman, R. H. (1991). Relationship between organizational justice and organizational citizenship behaviors: Do fairness perceptions influence employee citizenship? Journal of Applied Psychology, 76, In Elovainio et. al. (2005). Combined effects of uncertainty and organizational justice on employee health: Testing the uncertainty management model of fairness judgments among Finnish public sector employees. Social Science & Medicine 61 (2005) Rezaeian, A. (2009), Anticipatory and Organizational Justice, Samt,Tehran, Second Printing 16. Phillips, R., and Roper, O. A framework for talent management in real estate: Emerald Group, Journal of Corporate Real Estate, Vol. 11 No. 1, 2009, pp Schweyer, A., (2004), Talent management systems: Best practices in technologysolutions for recruitment, retention, and workforce planning,canada:wiley 18. Duttagupta, R. (2005): Identifying and managing your assets: Talent management, PricewaterhouseCoopers, London 9

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