rashid zaheri

The present study aimed to identify Factors On talent management in the Ministry of Sports and Youth of the Islamic Republic of Iran Done. The research method was mixed (qualitative-quantitative), in the qualitative part the qualitative content analysis method was used with inductive approach and in the quantitative part the descriptive-survey method was used. Participants in the qualitative section were sports management experts and specialists, and the statistical population in the quantitative section included the staff of the Ministry of Sports and Youth. Sampling method in Qualitative Part Targeted in terms of theoretical type, it was used with 15 people and in the quantitative part, it was simple random that 287 people were selected as a statistical sample for the study. The data collection tool was semi-structured in the qualitative part of the interview and a researcher-made questionnaire in the quantitative part. The validity and reliability of research data collection tools were confirmed; data analysis was performed through heuristic factor analysis in SPSS20 software. The results showed that the factors affecting talent management include conceptual, strategic, cultural, discovery and absorption, evaluation, training and development, retention, structural, political, information and communication, functional factors.

In a complex and dynamic organizational environment, talent management is the key to the success of organizations and leads to sustainable growth, but it has become one of the fundamental challenges of HRM.

This study aims to provide a general model of talent management in the Ministry of Sports and Youth.

The research method was mixed qualitatively and quantitatively. Qualitative information was identified using Delphi technique and semi-structured and in-depth interviews with 15 experts, 11 Dimensions and 85 indicators. Finally, a questionnaire of 85 talent management questions was set for the quantitative part and according to the size of the population, 280 questionnaires were analyzed using Cochran's formula using structural equation modeling with PLS2 and SPSS20 software.

The results of exploratory factor analysis identified and confirmed 11 dimensions and 83 indicators. In the ranking of dimensions, the dimensions of preservation, information and communication and performance were ranked first to third, respectively. Among the indicators, compensation, technology, job satisfaction, performance appraisal, succession planning, reverence, transfer of experiences, futurism, meritocracy, transparency of strategic goals and supportive laws were ranked highest in each dimension of talent management. The goodness of fit index was calculated to be 0.76, which indicates that the overall fit of the model is appropriate.

Talent management is very important for the staff of the Ministry of Sports and Youth and should also be important for the organization because it plays a key role in achieving the success of the organization and sustainable development.

This study examined the impact of social capital on organizational excellence of staffs at Islamic Azad University of Sari. The study adopted an applied descriptive survey as its methodology. The statistical sample of the study comprised all employees at Islamic Azad University of Sari summing up to 259 subjects. Using Kerjecie and Morgan table, 170 employees were selected through stratified random sampling based on gender. a researcher–made questionnaire was used to collect data the face and content validity of which were determined by experts and certified professionals in the field and the reliability was estimated to be 0/88 using Cronbach's alpha. To analyze the data, descriptive and inferential statistics were used. The results of the study showed that all three dimensions of social capital including structural, cognitive and communication aspects had a positive impact on organizational excellence and the cognitive aspect had the greatest impact on organizational excellence and structural and communication aspects were placed next, respectively.