تاثیر مدیریت استعداد بر تعهد سازمانی با نقش میانجی عدالت سازمانی در میان کارکنان دانشگاه فرهنگیان استان آذربایجان غربی

هدف پژوهش حاضر بررسی تاثیر مدیریت استعداد بر تعهد سازمانی با نقش میانجی عدالت سازمانی در میان کارکنان دانشگاه فرهنگیان استان آذربایجان غربی می باشد. پژوهش حاضر از لحاظ هدف، کاربردی و از نظر ماهیت، توصیفی از نوع پیمایشی - علّی است. جامعه آماری پژوهش شامل کلیه کارکنان دانشگاه فرهنگیان استان آذربایجان غربی با حجم 96 نفر بود که با استفاده از روش سرشماری تمام اعضای جامعه آماری موردنظر برای پژوهش انتخاب گردیدند. روش گردآوری داده‌ها میدانی و ابزارهای مورد استفاده پرسشنامه استاندارد مدیریت استعداد کانینگهام (2007)، عدالت سازمانی نیهوف و مورمن (1993) و تعهد سازمانی دیک و متکالف (2001) است. روش تجزیه‌وتحلیل داده‌ها مدل‌سازی معادلات ساختاری حداقل مربعات جزئی (sem) با استفاده از smart pls می‌باشد. تجزیه‌وتحلیل داده‌های جمع‌آوری‌شده نشان داد، مدیریت استعداد به میزان 83 درصد بر عدالت سازمانی و به میزان 42درصد بر تعهد سازمانی کارکنان موثر است. عدالت سازمانی نیز به میزان 48درصد بر تعهد سازمانی تاثیرگذار است. همچنین مدیریت استعداد با نقش میانجی عدالت سازمانی بر تعهد سازمانی کارکنان با استفاده از آزمون سوبل به میزان 4.21 تاثیرگذار می‌باشد؛ بنابراین با توجه ‌به نتایج آماری، کلیه فرضیات تحقیق تایید و این نتیجه کلی پژوهش حاصل گردید که عدالت سازمانی بین رابطه مدیریت استعداد و تعهد سازمانی کارکنان نقش میانجی را دارد.

the effect of talent management on organizational commitment with the mediating role of organizational justice among the employees of farhangian university of west azarbaijan province

the present study investigated the impact of talent management on organizational commitment with the mediating role of organizational justice among the employees of farhangian university of west azarbaijan province. the present study is applied in terms of aim and descriptive of survey-causal type in terms of nature. the statistical population of the study included all 96 employees of farhangian university of west azarbaijan province. they were selected using the census method. the field method was used for collecting data. cunningham’s standard talent management questionnaire (2007), niehoff and moorman’s (1993) organizational justice questionnaire, and dick and metcalfe’s (2001) organizational commitment questionnaire were used as research tools. the data were analyzed using partial least square structural equation modeling (sem) in smart pls software. the analysis of the collected data revealed that talent management affects organizational justice by 83% and employees’ organizational commitment by 42% organizational justice has a 48% effect on organizational commitment. also, the sobel test revealed that talent management with the mediating role of organizational justice affects employees’ organizational commitment by 4.21. thus, based on the statistical results, all research hypotheses were confirmed and it was concluded that organizational justice plays a mediating role in the relationship between talent management and the organizational commitment of employees.extended abstractintroductionemployees are considered the most significant human capital or property in achieving the goals of the organization. investigating the behavior of employees in an organization is significant since retaining and developing employees is a difficult task. increasing employees’ commitment to the organization is one of the organization’s strategies to retain its employees (handayani et al, 2022). organizational commitment is considered a key principle in accepting the organization’s values and preparation to make a significant effort in line with the interests of the organization and willingness to maintain organizational attachment (alzeer et al, 2020). talent management is one of the variables related to organizational commitment. talent management involves attracting, retaining, and managing top talents. talent finding in today organizations is one of the most difficult challenges of human resource directors. therefore, it is crucial to attract and retain the talent in order to success in this &talent fight&. (lokhande, 2023).organizational justice is another issue that can be investigated regarding organizational commitment. organizational justice reflects the perception of employees or members of the organization about the extent of fair and equal treatment based on the expected ethical standards in the workplace and the way these perceptions affect organizational outcomes such as commitment and satisfaction (romi et al, 2022). an organization’s growth and success depends on the commitment of its employees. a committed employee remains in the organization and contributes significantly to the development of the business. for this reason, training the sense of commitment and self-sacrifying among the employee is essential for develop, stability and life of the organization. additionally, the talent management system is an organizational activity that is a part of the human resource management strategy to acquire, maintain, and develop the best talents needed by the organization. talent management system implementation is considered as an organizational challenge in order to achieve the higher performance and justice and commitment of the organization, and organization without human resourse is of no sense. therefore, the management and leadership of human resources are highly significant in any business. treating employees fairly and providing opportunities for their growth helps the organization achieve its goals. thus, the primary question of the present study is whether talent management affects organizational commitment with the mediating role of organizational justice among the employees of farhangian university.theoretical framework: in today’s organizations, some people may like their work but they may hate the organization they work in, or vice versa. having positive and negative feelings about the job is only a part of the whole perspective of the person toward his or her job. moreover, a person can have either positive or negative feeling towards the whole organization. such an attitude is mostly called &organizational commitment&. it reflects the extent to which a person identifies with his or her organization and belongs to it (beiginia et al, 2013). a group of mckinsey consultants coined the term &war for talent& in 1998 and stated that talent is the key to organizational excellence. since that time, talent management has been considered the key to organizational success and is essential for maintaining and sustaining organizations. nowadays, talent management turned into an issue with increasing popularity and studied by the researchers (guerra, 2023). for the first time, greenberg defined the term organizational justice as an ethical and fair way of treating employees in their jobs (krishnan, 2020). organizational justice is a variable used to describe the justice connected directly to the job opportunities. it especially determines how employees should be treated so they feel that they have been treated fairly (afrazi et al, 2022).majidi (2022) conducted a study entitled &investigating the relationship between talent management and organizational commitment of education department employees in sari&. the results revealed a relationship between the of talent management and its four components (except reform component) i.e. attraction, selection, retaining, and envolving with the organizational commitment from the perspective of employees of the sari education department. ali et al.  (2022) conducted a study entitled &investigating the relationship between talent management and