فهرست مطالب کیوان برزگر

In the new era, public and private organizations consider having environmental awareness as an important and necessary thing for their survival. Thus, the present study has systematically reviewed green human resource management studies to provide a comprehensive framework of green human resource management.

This study is fundamental in terms of purpose and a combination-documentary in terms of data collection. Through a meta-synthesis approach and systematic review, researchers evaluated published studies on green human resource management from 2000 to 2019 at Scopus, Thomson Routers external databases, Meg Iran, and Noor Magz internal databases. They selected and analyzed 21 related articles. In order to determine the importance and priority of the extracted dimensions, Shannon entropy method was used.

Generally, after content analysis of the selected studies, 100 codes, 27 concepts, and 10 categories including design and analysis of green jobs, green recruitment process, green socialization, green performance appraisal, green incentives and rewards, green human resources training and development, green employee relationships and participation, green accountability system, green work safety and health, and green discipline were extracted.  According to the research findings, the concept of Link payment to environmental performance assessment had the highest coefficient of importance. Finally, after conducting the research steps, a comprehensive framework of green human resource management was provided.

The proposed framework can be a good basis for implementing green human resource management in organizations so that the organizations, by being aware of the potentials, can adjust their future policies in line with the organization's environment and increase organizational green performance. Additionally, it is expected that the implementation of the human resource management framework can affect the health of the community and contribute to the efficient and effective use of natural resources by using the methods and strategies of green human resource management.

The prevailing traditional situation and the lack of entrepreneurial approach imposes a serious problems in public sector organizations in Iran. In order to compete with other organizations, these organizations need talented and entrepreneurial employees to deliver the best services to the customers. The purpose of this study is to design a talent management framework through entrepreneurial culture in public service organizations in Sistan & Baluchestan province. This is a mixed research (qualitative-quantitative). The statistical population in the qualitative section includes 15 senior managers and experts from several selected organizations, selected by purposive sampling method by in-depth semi-structured interviews using the snowball method. Acceptance criteria were used to confirm the scientific validity of the results in the qualitative section. The data were analyzed through thematic analysis method resulting in 96 primary codes, 25 sub-themes and 8 main themes. The statistical population of the quantitative section consisted of all employees proposed by these organizations, whose sample was selected purposively. Data were collected through the distribution of a researcher-made questionnaire in a sample of 84 people, the validity and reliability of which were confirmed by SmartPLS software. The results revealed that the proposed framework was significantly valid. The proposed framework provides a valuable map for moving toward the desired state of talent management with an entrepreneurial culture approach.

The purpose of this research is to provide a basic model for a Talent Management System (TMS). In the present study, by conducting a systematic review and critisizing talent management models, it is tried to provide a fundamental theoretical model that be suitable for all organizations with any structure. The findings of the research showed that TMS should include at least three key items of attraction & selection, training & development and retaining.

Talented employees are key sources of success and the power of competitive advantage in any organization. Therefore, many organizations are focused on hiring, developing and retaining them. Retention and managing the talents help companies succeed and play a key role in retaining market leadership and development. In recent years, various models of talent management have been presented, most of which, show merely an ideal talent management condition regardless of the actual circumstances of the organization. Therefore, it seems necessary to develop a comprehensive conceptual model and do an overview of existing talent management research.  Therefore, a comprehensive and extensive literature review of talent management is developed.  Moreover, there is no consensus among academics on definition of talent and talent management. According to the literature review, we define talent as follows: “A person with specific abilities (knowledge, skills, experience) who is committed to his or her job and helps the organization achieve its goals.” Talent management is “identifying key posts and analyzing the talent gap to meet the shortage of labor market demand and then the process of recruiting and selecting, training and developing, and retaining current and future employees”.

In this research, a systematic review is done and models of talent management are studied and a fundamental theoretical pattern for organizations with any type of structure is presented. For this purpose, to identify and extract papers, systematic review was limited to two databases, including Scopus and The Institute for Scientific Information (ISI). Both databases have reliable sources and are used in a large number of studies. Then, through a systematic review, studies that focused on the design of a talent management model (2006–2018) and had a non-empirical or semi-empirical nature were extracted and reviewed. Therefore, theses, editor's notes, book chapters and books were not included in this review. Due to a common process, conference papers were also ignored. In this research, the term "talent management" was used for systematic review. In total, the articles related to the study of talent management design consisted of 37 articles, 31 of which were removed due to overlap (similar items), finally the talent management model based on 6 articles, all of which were published in the most prestigious international journals, were selected.

According to the research findings, each of the talent management models had a number of shortcomings, including not mentioning some dimensions and components of talent management (i.e. recruitment and selection, training and development, maintenance, evaluation, gap analysis and where do the organizations select the talents they needed) in some of the models. Moreover, in some papers, they focused on talented people and ignored other employees. Based on the research findings, the organization's sensitive positions must firstly be identified and qualifications be matched to these positions. Then, it is suggested to evaluate the talents inside the organization and outside the organization and provide a pool of the talents needed by organization. After the talent pool is formed, the organization will provide the right people with the key posts from the talent pool. Likewise, in designing a talent management systems’ map for the organization, all three key components of talent management model (i.e. recruitment and selection, training and development, and retention) should be considered and emphasized in HR planning. Finally, it is suggested to organizations in different industries to focus their attention on providing the conditions and improving these components.

The purpose of the present study was to design a talent management system model in Gas Company of Sistan and Baluchestan province. The mixed method (qualitative-quantitative) was selected as the research method. The statistical population in the qualitative section consisted of managers and supervisors and the research data was gathered through in-depth semi-structured interviews with 11 individuals. The data were analyzed using the grounded theory method and 185 primitive codes, 53 concepts and 18 categories were extracted. The statistical population in the quantitative section consisted of all employees and sampling method was stratification. According to the variance as the dispersion criterion, the sample size estimated 209. Data were collected using a researcher-made questionnaire and the validity and reliability of the questionnaire were confirmed by partial least squares method. The results showed that the final template has the necessary validity. This template provides an appropriate framework for moving to the ideal state of talent management.