Modeling
Mohsen Karami Gillavand; Masoud Haghighi; Alireza Rezghi Rostami
Abstract
This research was conducted with the aim of evaluating and analyzing the factors affecting talent management in the National Petrochemical Industries Company, using structural equations. This research is of mixed exploratory type and part of descriptive-survey researches. Researcher with quantitative ...
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This research was conducted with the aim of evaluating and analyzing the factors affecting talent management in the National Petrochemical Industries Company, using structural equations. This research is of mixed exploratory type and part of descriptive-survey researches. Researcher with quantitative and effective approach to management and research of institutions, researches, current and future, as well as with purposeful sampling and snowball method, field and purposeful interviews with 18 university professors and petrochemical industry specialists, has collected information. Then; using the 3-step Delphi technique and descriptive statistics indicators; Dimensions, components and final indicators (58 indicators, 15 components and 5 dimensions) were extracted.Then, the researcher has analyzed quantitative data using structural equations and tested the indicators, components and dimensions affecting the talent management system in the National Petrochemical Company. The statistical population of the research includes the employees of the National Petrochemical Industries Company, consisting of 368 people, based on the Cochran sample size calculation formula, 188 people were selected as a random-stratified sample. In this research; in order to determine the reliability of the test, Cronbach's alpha and Bisection method were used, and confirmatory factor analysis was used to check the construct validity.The findings show that there is no significant difference between the current and desired talent management situation in the National Iranian Petrochemical Industry Company in all dimensions.
Belal Panahi
Abstract
A paradigm is central to leading organizations today: human capital. Talent management can turn human capital knowledge into Added Value. The aim of this study is to future the plans of the government and parliament to attract and retain talent and to categorize the possible future in the field of talent ...
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A paradigm is central to leading organizations today: human capital. Talent management can turn human capital knowledge into Added Value. The aim of this study is to future the plans of the government and parliament to attract and retain talent and to categorize the possible future in the field of talent management in the final governmental organization of Iran by creating favorable, undesirable, acceptable and tolerable scenarios. This research has been done by qualitative method and Futures Studies. The type of applied research is case study and trend study. The data collection method is the Delphi method. The Delphi panel included 10 academics and executives from government agencies. Structural analysis and interaction analysis were used in this study. The results of the present study showed that the possible future in relation to talent management includes a range that on the one hand has led to the encouragement of talents and by using a strategic document has led to attracting and retaining elites and talents in organizations. On the other hand, it will lead to the loss of talents and their withdrawal from government and national organizations. Based on the idea of incentives, government agencies should review, continue, and modify their incentives to take any action to retain talent and strive to sustain and retain talented individuals by providing appropriate and motivating benefits. On the basis of bribery, government organizations, while encouraging and giving special privileges to talented and elite people, must have the tools to encourage their human capital so that the greed for foreign facilities is removed from their hearts.
Reza Rasooli; Mahmoud Nikzadzeidi
Abstract
Today, the human factor is the most central element in the development of countries. Since the recognition of the role of the government as the largest entrepreneur and leader of development programs, the entry of governments into the establishment of a talent-raising system has considered. The purpose ...
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Today, the human factor is the most central element in the development of countries. Since the recognition of the role of the government as the largest entrepreneur and leader of development programs, the entry of governments into the establishment of a talent-raising system has considered. The purpose of this study is to design a talent management model based on the three-pronged model in Tehran Municipality. The present research is applied in terms of purpose and descriptive-survey in terms of research method. The statistical population of the present study was 3171, all senior managers of Tehran Municipality, who were involved in the talent development process of this organization. In order to observe the mentioned characteristics and the small size of the statistical population in the present study, the census method was used. A standard questionnaire was used to collect the required data to test the research hypotheses. In order to confirm the validity, the opinion of experts in this field was used and in order to confirm the reliability of the questionnaire, Cronbach's alpha formula was employed. Findings showed that internal organizational factors were more significant than external organizational factors and also among intra-organizational factors, content (institutional) factors were more intense than human resource management functions. The results showed that women, compared to men, consider socio-cultural issues more significant. Also, in neither of the internal and external organizational factors, no significant difference was observed between the respondents based on the level of position, type of field of study, organizational units, work experience and age groups.
Meisam Lafiti; Mohammad Abdolhosseinzadeh; Amir Azarfar
Volume 4, Issue 4 , September 2016, , Pages 33-50
Abstract
Desertion creates serious problems in organizational improvement. Because the great competition in hiring talent staffs in public sector, the successor education plans become more important and necessary. This paper uses Thematic Analysis and Interpretive Structural Modelling (ISM) to discover successor ...
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Desertion creates serious problems in organizational improvement. Because the great competition in hiring talent staffs in public sector, the successor education plans become more important and necessary. This paper uses Thematic Analysis and Interpretive Structural Modelling (ISM) to discover successor education pattern in public organizations. This paper is a case study of a public organization in Iran and Data gathered through deep interview of managers and experts. The main pattern of data extracted with thematic analysis and key factors layered by ISM. The analysis show that senior managers' commitment to educating successors, successor education culture and strategic documents are the key factors to realize successor education. Also appropriate performance evaluation system, productive educational system and organizational justice are the results of having a good successor educational system
