Akademik Veri Yönetim Sistemi
Turkish Journal of Pharmaceutical Sciences, cilt.22, sa.3, ss.154-160, 2025 (ESCI)
Objectives: It aimed to evaluate talent management practices in pharmaceutical companies according to different departments such as medical and marketing, and determine the effect of talent management on employee performance. Materials and Methods: The impact of talent management practices on employee performance was evaluated by applying survey to medical directors/regional medical directors and product managers/brand managers/brand specialists working in pharmaceutical companies. The Talent Management Practices Scale and the Employee Performance Scale were used. The online survey was applied to volunteer participants between March 2021 and March 2023. The data obtained from the participants were analyzed using SPSS ver 22.0. The effect of the sub-dimensions of talent management on employee performance was determined. In this research, Pearson characteristic test, regression test, Independent Groups t-test, and analysis of variance test were used to determine the relationship between variables. Results: A total of 112 people, 51 female (45.5%) and 61 men (54.5%), participated in the study. The impact of talent management practices on employee performance, it varies depending on age, gender, education level, position in the company, the company’s national or multinational status, and working period. This study revealed statistically significant differences in talent management perceptions based on gender (p<0.05), education level (p<0.05), age categories (p<0.05), and job categories (p<0.05), with job categories also significantly impacting employee performance (p<0.05). Correlation analyses indicated a statistically significant positive relationship between talent management's commitment (r=0.552; p<0.001) and retention (r=0.448; p<0.001) sub-dimensions and overall employee performance. Furthermore, a statistically significant regression model (F(7,104)=10.224; p<0.001) demonstrated that commitment, retention, and training aspects of talent management collectively explain 40.8% of the variance in employee performance. As a result of the analyses, it was determined that commitment and employee retention, which are sub-dimensions of talent management practices, has a positive relationship with employee performance. Conclusion: According to survey results talent management affects employee performance. Evaluations of participants in the pharmaceutical industry revealed that the Attraction, Selection-Placement, Training, and Talent pool sub-dimensions of talent management practices implemented by businesses had a positive but weak effect on employee performance. The commitment and retention sub-dimensions were found to have a positive, moderate effect on employee performance.