درخت حوزه‌های تخصصی

Purpose: Given the importance of performance management in improving organizational performance, the present study was conducted to design a model for performance management based on components of talent management. Methodology: This study was applied in terms of objective and mixed (qualitative and quantitative) in terms of research method. The population of qualitative study included literature on performance management based on the components of talent management during 2001-2021 and the population of quantitative study included managers and employees of the airports and air navigation of East Azerbaijan Province in 2021 (n=240). The sample size of qualitative study was n=30, and n=144 in quantitative study, who were selected as according to the table of Karjesi and Morgan by simple random sampling method. The tool of qualitative study was note-taking of the researches; and a 90-item researcher-made questionnaire in quantitative study, whose validity and reliability were appropriate. The qualitative study data were analyzed by coding method and MAXQDA; and quantitative study data were analyzed by exploratory factor analysis (EFA) and structural equation modeling using SPSS and LISREL. Findings: The results of qualitative study showed that for performance management based on components of talent management, 158 indicators and 71 components were identified in 6 categories, including talent sourcing, talent retention, talent development, creativity and innovation, performance development and professional competencies. Also, the results of quantitative study showed that the factor load of all 6 categories and 90 items was higher than 0.50 and the reliability of all categories was calculated higher than 0.90 by Cronbach's alpha. In addition, the performance management model based on components of talent management had a good fit and this model had a direct significant effect on all six categories (P<0.001). Conclusion: The performance management model based on the talent management components designed in the present study had a good validity. Therefore, to improve performance management, it is possible to provide the basis for improving the components of talent management.

Purpose: Strategic decision-making plays an important role in organizational functions and its effectiveness. As a result, the aim of this study was to identifying and analyzing the dimensions and components of strategic decision-making for the managers of education regions. Methodology: This study in terms of purpose was applied and in terms of implementation method was mixed (qualitative and quantitative). The research population were experts in the field of educational management and human resources management and managers of educational regions of Tehran city in 2021 year, which according to the principle of theoretical saturation number of 14 people of them were selected as a sample with using the purposeful sampling method. The research tool was a semi-structured interview that lasted 75 to 120 minutes, and their validity was confirmed by the triangulation method and their reliability was obtained by the agreement coefficient method between two coders 0.88. The data were analyzed by methods of thematic analysis and DIMTEL technique. Findings: The findings of the qualitative part showed that strategic decision-making for managers of education regions has 98 indicators, 23 components and 10 dimensions were include moral intelligence, individual skills, knowledge of organizational processes, cultural and value skills, knowledge of financial resources, power of change and transformation, knowledge and technology management, human resource management, intelligent planning and training. Also, the findings of the quantitative part showed that the dimensions of human resource management, intelligent planning, cultural and value skills, knowledge of financial resources, knowledge and technology management and training had more effective and the dimensions of knowledge of organizational processes, moral intelligence, individual skills and power of change and transformation had more influence. Conclusion: The findings of this study have practical implications for specialists and planners of educational systems, especially in the education system, and they based on the results of the present study, can take an effective step towards strategic decision-making.