Abstract:

The new methods of production and service emerging with the rapid change of today’s technology require that human resources have other competencies in this process. In this context, mentoring and facilitating leadership approaches provide an effective motivation for employer strengthening practices. On the other hand, the withdrawal, employment and retention of skilled employees that will provide a competitive advantage is one of the priorities of the Human Resources Department. With the influence of globalization, it is increasingly difficult to skilled employees with changes in the markets. Therefore, talent management is an obligation for who want to maintain their existence and requires a long-term and systematic work. The purpose of the research is to contribute to the process and to try to identify the impact of talent management on the empowerment of the employer. The study also studies whether employees’ perceptions of employment strengthening and talent management differ according to the number of stars of the business and whether employees differ according to their working hours and training conditions. The research was applied to employees of the four- and five-star hotel business that continued their activities in Ankara. The data obtained through scales are analyzed through a statistical program. Research finds that talent management has a positive impact on employee strengthening. It is also seen that employment strengthening is more common in four-star, while five-star are more intense in talent management practices. It is hoped that the research will contribute to the practitioners and the theoretical work in the field.

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