European Journal of Education Studies ISSN: 2501 - 1111 ISSN-L: 2501 - 1111 Available on-line at: www.oapub.org/edu Volume 3 │Issue 10 │2017 doi: 10.5281/zenodo.1019297 TALENT MANAGEMENT IN EDUCATIONAL ORGANIZATIONS: A SCALE DEVELOPMENT STUDY Erkan Tabancalı1, Gülhayat Gölbaşı Şimşek2, Mithat Korumaz1i Yıldız Technical University, Department of Educational Administration, İstanbul, Turkey 2Yıldız Technical University, “pplied Statistics, İstanbul, Turkey 1 Abstract: Talent management is catching more and more attention in human resources studies and educational organizations in recent years. In this study, researchers aim to develop a valid and reliable talent management scale for educational organizations. The data was analysed by using quantitative methods. The sample of the study involves 784 principals, vice principals and teachers who work in different schools and provinces in Istanbul. Data was analysed in 8 steps. In the first step, unidimensionality was tested for each factor and all of the items confirmed this model. Varimax rotation was used to confirm the two-dimensional model in the second step. 5 items with the same factor load in different factors were excluded after Varimax rotation. In the third step, all factors were analysed via exploratory factor analysis. As a result, the factor named as retention and recruitment was excluded from the scale. In addition, training and development and items of items of performance evaluation were excluded because of high level of factorial complexity. In the fourth step, confirmatory factor analysis was applied for each single factor. All of the factors confirmed the unidimensional model. In the fifth step, covariance matrix and ML estimation methods were used for confirmatory factor analysis of six dimensional model. Researchers also tested discriminant analysis for each of the factors and discriminant reliability was provided in the sixth step. Corrected item total correlation was examined and it was reached that reliability values are quite high for all of the factors in the seventh step. In the final step, researchers randomly divided research sample into two sub-samples to Copyright © The Author(s). All Rights Reserved. © 2015 – 2017 Open Access Publishing Group 404 Erkan Tabancalı, Gülhayat Gölbaşı Şimşek, Mithat Korumaz TALENT MANAGEMENT IN EDUCATIONAL ORGANIZATIONS: A SCALE DEVELOPMENT STUDY test explanatory and confirmatory factor analysis and measurement invariance. Results showed that the talent management scale for educational organizations is valid and reliable. Keywords: talent management, educational organizations, scale, teachers, validity, reliability 1. Introduction In recent years, societies mainly depend on educational organizations for protecting their continuity, long or short term plans, getting a foothold in globalizing world and leading competition among others. Ever-increasingly connection between societies has forced educational organizations or schools to strengthen their organizational structure with highly performing talented members (Tabancali & Korumaz, 2014). The needs for talented members of schools have created an unprecedented competition. This competition picked a war among schools. “nd scholars called that war for talent . The war for talent is a term coined by Steven Hankin of McKinsey and Company in 1997. It refers to an increasingly competitive landscape for recruiting and retaining talented employees. Naturally, administrative efforts are expected to focus on human and human resources in the context of organizational competition. Schools use cognitive and emotional capitals of their members who create eigenvalue for gaining a foothold in the competition (Baudreau & Ramstad, 2005; Reed & De Fillippi, 1990). In the course of the time, it turns out that all of the factors such as financial or structural belongings that provide competitive advantages can easily be replicated by others except for talented members. Schools as organizations seek to solve the problems of globalization and the emergence of new administrative models, they define their employees as the critical source of differentiation (Ringo et al., 2008). Therefore, educational organizations or schools have converged to create a new human resources management perspective focusing on talented members. As different from classical human resources management (HRM), talent management is concerned with attracting, recruiting, retaining and career development of talented members by using designed methods, processes, resources and policies (Gay & Sims, 2006). Talent management involves renovation of organizational goals, defining key positions, competitive wages policy, job enhancement strategies, performance management and career development (Atli, 2012; Devine & Powell, 2008; Khatri et al., 2010; Tabancali & Korumaz, 2014). Defining organizational goals and strategies (DOGS) refers long range intentions for operating and its overall philosophy that can provide European Journal of Education Studies - Volume 3 │ Issue 10 │ 2017 405 Erkan Tabancalı, Gülhayat Gölbaşı Şimşek, Mithat Korumaz TALENT MANAGEMENT IN EDUCATIONAL ORGANIZATIONS: A SCALE DEVELOPMENT STUDY useful guidance for talented members. Determining key positions (DKP) means exerting critical influence on the operational activities or the strategic objectives of the organization (Rothwell 2001). Attracting talents and talent pool (ATTP) refers giving the talents reasons to become in the organization and forming a talent pool both from in and out of the organization. Training and enhancement (TE) involves activities to strengthen and enhancing skills of talented members (Davies & Davies, 2011). Performance evaluation (PE) means supporting talented members by giving feedback about their performance indications. Career development (CE) involves some ways for talented individuals to plan to proceed (Claussen et al., 2014). All of these dimensions can be put together to explain what talent management consists. The meanings of concepts, terms and contexts are continuously evaluating in organizational literature. Recent studies on talent management have proved that HRM fall into power in this decade for schools (Devine & Powell 2008; Khatri et al., 2010). Indeed studies have collected enough knowledge about the definition of talent management in educational organizations (Davies & Davies, 2011; Devine & Powell, 2008; Gay & Sims, 2006; Riccio, 2010; Sivenko, 2008). Studies have investigated not only the filling of top-management positions of organizations, but also the staffing of key positions at lower hierarchical levels (Claussen et al., 2014; Collings & Mellahi, 2009). But a few of these studies focused on evaluating the degree of talent management implementations. Some other studies in the context of education show that school districts often do little to strategically hire and keep talented teachers (DeArmond et al., 2012; Levin & Quinn, 2003; Levin et al., 2005; Liu & Johnson, 2006; Rebore, 2001; Smylie et al., 2004; Weisberg et al., 2009). Therefore, researchers in this study aim to develop a valid and reliable scale that determines the level of talent management in educational organizations. For viewing / downloading the full article, please access the following link: https://oapub.org/edu/index.php/ejes/article/view/1113 European Journal of Education Studies - Volume 3 │ Issue 10 │ 2017 406