Performance management

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.

Today, numerous studies have investigated the role and effects of intangible assets on companies' performance. The existence of extensive literature regarding the use of intangible assets as a competitive advantage, in addition to the importance of performance dimensions affected by these assets, is the focus of the attention of various researchers. Regarding examining the performance dimensions of banks, the CAMEL model can be a suitable basis for evaluating the effects of intellectual capital. Although there are many models for calculating intellectual capital, the added value of the intellectual coefficient is still one of the most common methods. Therefore, in the current research, the effects of intellectual capital (based on the calculation model of the coefficient of added value of intellectual capital) on the performance of banks (based on the CAMEL model) have been investigated. Also, the shape of the function (linear or nonlinear) has been investigated in this research. The results show that the value added of the intellectual capital coefficient in the ninth quantile has a significant relationship with the variable of capital adequacy. The form of the relationship is nonlinear and inverted U. This variable affects the quality of assets in the seventh to ninth quantiles, management in the eighth and ninth quantiles, income in the first and second and sixth to ninth quantiles, and liquidity in the first to fourth quantiles. The shape of the function is U, inverse U, and inverse U, respectively.