Meritocracy in Public Talent Systems and Leadership Continuity: Testing the Mediating Mechanism of Organizational Justice

Abstract

This qualitative study investigates how merit-based talent management influences leadership continuity in public sectors, mediated by organizational justice, among civil servants (ASN) in Tasikmalaya City Government, Indonesia. Using narrative inquiry, data from semi-structured interviews with four informant groups (promoted/non-promoted ASN, talent managers, senior leaders) and policy documents underwent thematic analysis via open, axial, and selective coding. Findings indicate formal merit mechanisms (talent mapping, 9-box matrix, talent pool, succession planning) are partially implemented, undermined by non-merit factors (personal ties, politics), yielding pseudo-meritocracy. Weak procedural justice due to transparency deficits—erodes trust, heightens leadership mismatches, disrupts continuity, and fosters demotivation/cynicism. We propose an integrative model linking meritocracy, justice, and continuity, advancing public sector governance literature.