حمید کرمی

Development of the pottery-making technology in Neolithic societies of different regions, or transition from aceramic to Ceramic Neolithic has always been an important topic of research for archaeologists. Needless to say, this innovation was associated with major social developments. Since the 1950s, a lot of discussion has evolved around the origins of Neolithic societies and their development (e.g. Vanden Berghe, 1951-1952: 54; 1953-1954; Fukai et al., 1973; Sumner, 1972; 1977; Maeda, 1986; Alizadeh, 2004; 2006; Nishiaki, 2010a,b; Azizi Kharanaghi et al., 2013; Weeks, 2006; 2013; Khanipour et al., 2021). Taking into account the rather long history of the Neolithic period studies in this site, there remain some unanswered questions. The most important of which is the problem of its chronology. The beginning of the Fars Neolithic period in Iran is not certain yet, the fact that how, when and from where the inhabitants of Neolithic populations entered Fars is not fully clear yet as well (Alizadeh, 2004: 75). 

Purpose: Talent management helps to identify the talented forces of the organization for their purposive development. Therefore, the purpose of this study was to investigating the validity amount of the talent management model based on the teachings of Nahjolbalagha. Methodology: This study was a part of mixed research (qualitative and quantitative). The population of the qualitative part was management experts and proficient in sermons, wisdom and letters of Nahjolbalagha, which according to the principle of theoretical saturation 10 people were selected as a sample with the purposive sampling method. The population of the quantitative part was the employees of the General Department of Social Security of Isfahan province, which according to the Cohen's table 136 people were selected as a sample with the simple random sampling method. In this study, qualitative part data was collected by semi-structured interview method and analyzed by thematic analysis method and quantitative part data was collected by 101-item researcher-made questionnaire method and analyzed by exploratory factor analysis and structural equation modeling methods. Findings: The findings of the qualitative part showed that the talent management model based on the teachings of Nahjolbalagha had 101 concepts, 23 basic themes and 7 organizing themes including talent acquisition and employment, training and development, preservation and maintenance, influence of talents, mission and value, socialization of talents and dismissal and appointment. Also, the findings of the quantitative part showed that the factor load of all 101 items was confirmed because it was more than 0.50, the average variance extracted of all 7 organizing themes was more than 0.50 indicating appropriate convergent validity, the influence coefficient of all 7 themes because more than 0.15 indicates a medium and higher effect size, the Heterotrait-Monotrait ratio of all 7 themes because less than 0.90 indicates appropriate divergent validity and Cronbach's reliability and combination of all 7 themes because more than 0.60 indicates appropriate reliability. In addition, the effect of the talent management model based on the teachings of Nahjolbalagha on all 7 themes was significant (P<0.001). Conclusion: Based on the results of this study, the talent management model based on the teachings of Nahjolbalagha was valid and experts and planners, especially religious experts and planners can exploit the mentioned model.