talent management

Abstract Purpose: The purpose of the present study is presenting a model to provide the succession for the managers of Education & Training organization. The research method in terms of the purpose was practical/ fundamental one, in terms of collecting the data, it was descriptive- surveying and in terms of data type, it was mixed (qualitative & quantitative) exploratory one. Methodology: The population of the study in qualitative part includes academic experts and Tehran Education & Training top managers. Among them, the sample was selected according to purposive sampling and 10 person’s saturation method. The second group of the study population includes all heads and deputies (2400) of the Education Department in the provincial centers of the country. The sample size of 331 was selected by multilevel cluster sampling method. Data collection was done by library, semi-structured interviews (qualitative part) and research made questionnaire with 84 questions (quantitative part) was used. Interviews with experts indicate that the interview was valid and for measuring the reliability, theoretical coding based on fundamental data theory was used. For measuring the questionnaires’ validity, the face, content and construct validity were measured and for measuring the questionnaires’ reliability, Cronbach's alpha reliability coefficient and retest were used. According to the study research questions, descriptive statistics and inferential statistics (Verifiable and exploratory factor analysis and one sample t-test) were used in quantitative part using SPSS and Lisrel soft wares. Findings: The results of the study indicated that the models input that was the factors influenced on succession included, individual, organizational and procedural. The model output, that is the effective factors included, job satisfaction (job nature, development opportunities and organizational climate). Conclusion: According to mentioned components, the presented model had good fit. Also the results showed that the situation of succession, job satisfaction, coaching tasks and talent management was undesirable, but the situation of the leadership roles and human capital was desirable.

Abstract Purpose: The aim of this paper was to provide a talent management model based on emotional, organizational and cultural intelligence in Islamic Azad Universities, Fars province. Methodology: The research used descriptive and survey methods and the statistical population included all faculty members of Islamic Azad University, Fars Province in educational year in 2016-2017. The sample size included 332 subjects who were selected by stratified random sampling method. The data collection tools were talent management questionnaire (2007), Albrecht organizational intelligence questionnaire (2003), Goleman emotional intelligence questionnaire (2000) and Ang and Earley cultural intelligence (2004). Findings: Data were analyzed using the SPSS and Amos software. Pearson correlation results showed that there is a significant positive relationship between emotional intelligence and its components with talent management. There is also a significant positive relationship between organizational intelligence and its components with talent management, as well as there is a significant positive relationship between cultural intelligence and its components with talent management. Structural equation modeling results showed that emotional intelligence variable (0.24%) explained the highest cultural intelligence variance. Conclusion: Therefore, the results of the study suggest that by increasing emotional, organizational and cultural intelligence among the faculty members of Azad University, talent management will be also improved

Purpose: The present study aims to investigate the relationship between smart talent management and meritocracy in order to provide the expressive characteristics of the selection, appointment and maintenance of managers. Methodology: The research method is descriptive survey and the required information has been collected using a researcher-made questionnaire that its validity has been determined from the available resources and through expert opinion and its reliability has been determined by calculating the Cronbach's alpha coefficient (.882). The statistical population of the present study includes the associate professor faculty members and higher rankings and staffs having MA and higher degrees, i.e. a total of 1,200 people. Sampling method is stratified random sampling through which 291 people are selected as the statistical sample. Findings: Findings of exploratory factor analysis show that strategy, attraction, evaluation and discovery of talents are the main components of talent management, and organizational learning, knowledge expansion and sharing are the main components of knowledge management. Among the 13 dimensions of talent management, the development of talent with a standard coefficient (.90) and preservation of talent with a standard coefficient (.88) are the most effective ones, respectively. Discussion: Among the 13 dimensions of knowledge management, expansion and sharing with a standard coefficient (.95) and organizational learning with a standard coefficient (.88) are the most effective ones, respectively. Also, confirmatory factor analysis confirms the relationship between smart talent and meritocracy with a standard coefficient (1.06), and test statistics has evaluated the severity (correlation coefficient) of this relationship (.299).

Purpose: The purpose of this study was to provide a talent management model for staff of Shahed University. Methodology: The methodology of the present study was applied in terms of purpose, qualitative in terms of data, and foundation data in terms of the nature and type of study. The statistical population of the study consisted of academic specialists. Thirty specialists in the field of management were selected using the targeted snowball sampling. The research tool was a semi-structured interview form were set up. Models, findings, studies and theories were first examined, then, the indices were counted by open coding; after the categorization of the central coding, the final form of the interview was sent to 30 field specialists to make selective coding. Findings: The results of the findings showed that the most important category of effective index on the promotion of talent management model is the "excellence" category which includes the indices: career path management, succession and organizational commitment. Subsequently, “recruit" category consists of indices: identification, selection and employment. Finally, the model of indices influencing the talent management model was drafted which included 13 indices in five main categories; "recruit ", " retaining ", "training and development", "performance management" and "excellence." in this model, the mean of each category and order of importance of indices in each category was presented. Conclusion: Applying this template, its dimensions, its components and indicators, enables universities to manage their human resources and, as a compass, change their scientific movement from day to day planning and improve the quality of the university. Provided.

Purpose: The purpose of this study was to identify the dimensions, components and indicators of talent management. Methodology: The method of the present study was qualitative and in terms of purpose was part of applied / basic research. The target population includes professors in different fields in universities who had a history of teaching at different levels in the Islamic Azad University in the university units of Mazandaran. Sample size was selected based on purposive sampling, 10 people. The research tools were semi-structured interviews, document review and web pages as a visual medium for applying multilateralism. The validity and reliability of the instrument were evaluated and confirmed. Content analysis was used to analyze the data. Findings: The results showed that the dimensions, components and indicators of talent management include talent retention (replacement), talent retention (service compensation system), talent retention (empowerment), talent retrieval (employment brand), talent retrieval (tools and resources) is. Conclusion: Explaining the above findings, it can be said that universities are considered to be one of the most fundamental elements of change and one of the most important factors in shaping the future world. Due to the drastic changes that have affected the world of higher education today, the goals, programs and orientations of universities have become more and more in the spotlight.

Purpose: The aim of this study was to design a talent management model for primary school principals in Zanjan. Methodology: The method of the present study was a combination (qualitative and quantitative) and in terms of purpose it was an applied research. The statistical population of the qualitative section was experts who were theoretically familiar with the concept of talent management and based on purposive sampling, 17 of them were interviewed until theoretical saturation. The statistical population in the quantitative part was all primary school principals in Zanjan province (1079 people) in the academic year 2018-19 that according to Krejcie and Morgan table, 283 people were selected by stratified random sampling method. Qualitative research tools were interviews and in the quantitative part, a researcher-made questionnaire was developed based on qualitative results. The validity of qualitative results was obtained by reviewing the codings and using the agreement coefficient between the coders and for the questionnaire with face validity and reliability by Cronbach's alpha test (0.88). For the analysis of qualitative data, the method of basic theory and open, axial and selective coding were used, and for a small part of the structural equations in Amos software version 24. Findings: Qualitative data analysis identified 63 concepts and 10 central themes (environmental, cultural, motivational, educational, human resource management, personal characteristics, regulatory, communication, organizational, managerial and structural factors) that the theme Selective research also obtained effective factors on talent management. The results of structural equations also showed that organizational factors with factor load (0.85), educational (0.83) and cultural (0.80) were more important and in general, the proposed model had a good fit. Conclusion: Improving talent management requires attention to various factors that the education system by investing in organizational, educational and cultural factors can help improve the talent management of managers.

Purpose: This study was conducted to identify the challenges of talent management in the public education system and to provide the possibility of recommending strategies. Methodology: The present study was qualitative and the statistical population included professors, specialists and experts in the field of talent management. The statistical sample consisted of 20 experts in the field of talent management and university professors who were purposefully selected and interviewed. Data collection tools were done through semi-structured interviews with 20 experts in education in Gilan in 2019, which after providing all the new ideas, by the interviewees to analyze the data and answer questions using a qualitative analysis method. The theme was used. Findings: The results showed that there are 16 challenges in the public education system that hinders the effective efficiency of talent management in the body of education. Among these challenges are the application of personal opinion in evaluations and the lack of an appropriate motivational approach that was presented in the challenges of talent management in the education system, after description, comparison, analysis and interpretation. Conclusion: According to the results of this study, the method of talent management in Gilan Education Organization is not accepted by any of the experts participating in the research and in terms of appropriate arrangements of this organization to address the challenges identified by this research, it seems necessary.

Having a strong and capable crew is one of the primary desires of any organization. The organization’s prosperity depends on such individuals, and according to the resource-based approach, organizations with talented human resources have a competitive advantage because the possibility of imitating and copying such forces is zero for a competitor. Today the demand for talent is increasing. Organizations compete to obtain such resources and spend much money attracting and hiring them. A successful organization can identify and maintain talent using appropriate human resources systems. Value-based organization models are effective systems of talent management that have entered the talent management literature. This paper aims to review the literature related to the model of value-based organization with an emphasis on talent management in the National Iranian Gas Company. This is descriptive cross-sectional research that is practical in purpose and has a quantitative nature. The data analysis showed that organizational, group, spiritual, psychological, and social ethics should be prioritized to achieve improved talent management, individual values, and professionals. Paying attention to the values of talent and institutionalizing essential values, such as challenging work, continuous learning, maintaining self-esteem, and giving them independence and freedom, should be among the priorities of the National Iranian Gas Company

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 : The purpose of this study is to design and explain the development model of future managers based on talent management and personality types with the grounded theory approach in the headquarters of the National Social Security Organization. Method : This research was conducted with a qualitative-inductive approach and Strauss-Corbin's grounded theory method. The research tool was a semi-structured interview. Using the grounded theory method, the data obtained from interviews with 12 elites and qualified specialists of the Social Security Organization were analyzed in three open, axial, and selective coding stages. Findings : 19 general categories in the form of a paradigm model in which these factors include causal conditions (individual factors, organizational factors, lack of proper selection, knowledge and skills of employees), central phenomenon (future managers based on talent management and personality types), contextual conditions (Organizational context, Talent Selection, Talent utilization), intervening conditions (psychological (individual) factors, Individual factors, Management factors), and strategies (Talent sourcing, Empowerment of managers and employees, Proportion of job and employment, Succession, Foresight and Cognitive Strategy) and Consequences (Organizational results, Public satisfaction, Futurization). Conclusion : Conclusion: Recent developments in the field of human resources have made this field doubly important. Organizations try to employ the most specialized people at management levels, and therefore talent management, as a key king, examines the types of situations involved in this field. Proper use of talents leads to success and puts the organization on the right track.

In today's competitive world, a key factor for educational institutions success is the talent management and succession planning of human resources. The purpose of this study was to analyze talent management and succession planning in the Iranian educational system, from the views of secondary school principals. Data were collected from127 principals (by conducting Cochran's formula), by use of a questionnaire. The collected data were analyzed descriptively and inferentially using SPSS/Windows. The findings revealed that the score of four of seven dimensions of succession planning and three of five dimensions of talent management were less than the middle of scale spectrum. The findings of comparative analyses showed differences and similarities on respondents' views regarding current status talent management and Succession planning dimensions in educational system. According to the results some recommendations were suggested to reach to the proper and desirable status of talent management and succession planning.

The purpose of this study is pathology of talent management in the automotive industry, so we identify Challenges and barriers, as well as success factors in this filed. This research is a kind of qualitative study that has been done by coding methodology of qualitative data. We used semi-structured interview to collect data. After collecting data and coding, data are divided into two groups of “barriers and challenges” and “success factors” that summarized into definite sets and certain concepts. In studying relations between concepts and categories related to barriers and challenges, 31 concepts were extracted and divided into 4 categories under the titles of structural, environmental, behavioral and managerial challenges and barrier. In studying relations between concepts and categories related to success factors, 20 concepts were extracted and divided into 3 categories under the titles of structural, environmental, and managerial success factors.