جستجوی مقالات مرتبط با کلیدواژه « talent management » در نشریات گروه « روانشناسی »

Smart talent management means effective or intelligent management of human resources, which includes the knowledge capital of an organization and the ability to produce, maintain, store, transfer and use knowledge in support of the organization to achieve its goals and objectives. The problem of the current research is what are the different dimensions and aspects of smart talent management and how to successfully integrate talent management and knowledge management. Therefore, the purpose of the research was to identify the dimensions and components of Smart talent management in Iranian government organizations.

This research is practical in terms of its purpose and is considered as a mixed exploratory research. In the qualitative phase of this research, the theme analysis technique was used, and in the quantitative phase, the confirmatory factor analysis method and Smart PLS software were used. In the qualitative phase, in order to design the research model, a semi-structured interview was conducted with 31 academic and executive experts who were selected purposefully. In the quantitative stage, in order to confirm the validity of the model, 85 human resource managers in Ministry of Communications and Information Technology were consulted. The sampling method was a simple random type and the data collection tool was a questionnaire 

Based on findings, three categories of variables including guides, platforms and smart talent management measures were identified. Also, The findings of the quantitative section showed that the research variables are acceptable.

The results of the research showed that intelligent talent management is a complex and multidimensional phenomenon and has differences in nature from talent management. The most important difference is the dynamic nature of smart talent management (considering the relatively static nature of talent management), which is due to the integration with knowledge management and the use of its capacities. Also, using the smart talent management approach in government organizations can bring many short-term and long-term effects and improve the quality level of human capital.

The aim of this study was to model the factors affecting the outcomes of talent management of secondary school teachers in Ardabil. To achieve this goal, a case study was used in which first qualitative data, and then based on its findings, quantitative data were collected and analyzed. The statistical population of the study was high school teachers in Ardabil and sample teachers in Ardabil. In the qualitative section and using purposive sampling, 18 sample teachers were interviewed and from a population of 2360 people, 331 people were selected in a quantitative stage by multi-stage and appropriate sampling. In the next stage, based on the findings of the qualitative research stage, a talent management questionnaire was prepared with a Cronbach's alpha of 81. Obtained. The qualitative data of the research were analyzed through a coding process based on the systematic design of the foundation data theory. In order to analyze the quantitative data, the structural equation model with PLS smart software was used. Findings showed that competency (competency, competency) through talent management strategies (staff training, talent management implementation planning, decentralization), contextual factors (teacher participation, systematic structure, educational facilities) and school independence have a positive impact. And has a meaning on organizational growth. According to the results of the present study, it can be said that talent management through competency and competency and by applying the necessary strategies and contexts to implement talent management can have a very important impact on the growth and development of teachers in education.

The purpose of this study is to identify and explain ways to improve the coaching process in organizational talent management. The main framework of the research was qualitative which was used to collect data with a structured researcher-made interview. The statistical population of the research was human resources and coaching specialists. The research sampling method is purposeful and snowball. The research data was saturated through interviews with 15 experts in the field of human resources and coaching. Data from the interview were analyzed by Strauss and Corbin coding methods. The results of data analysis were 10 general categories. These categories include "effective communication between managers and employees", "creating accurate knowledge of managers and employees", "prerequisites for coaching in the organization", "facilitating the process of criticism and criticism of managers and employees", "process of facilitating and confronting employees", "facilitation the process of training and development of managers and employees", "build confidence in the ability of managers and employees", "facilitate the process of better implementation of decisions by employees", "improve performance appraisal system", "increase cooperation between managers and employees". According to the results of the present study, it is suggested to use 10 categories in each coaching process to improve and improve the coaching process

The purpose of this study was to investigate the effective factors in the maintenance and sustainability of specialist personnel in Bushehr University of Medical Sciences. This research is a descriptive and survey based on the purpose of the application, based on the type of data, a quantitative research, and a descriptive survey method. The statistical population consisted of all physicians of Bushehr University of Medical Sciences, including general, specialist and specialist. Among them, using Cochran formula and random sampling method, 256 subjects were considered as sample size. The method of data collection was based on standard questionnaires on the maintenance of Giva's staff (2011), talent management of Philips and Rapper (2009), job satisfaction Visoky and Chrom (1991), Hackman's and Oleh's career motivation (1980), and leadership styles Bass & Avilio (2003). The reliability of the questionnaire was calculated using Cronbach's alpha method and its value for all questionnaires was higher than 0.7. Also, content validity was used to test the validity of the questionnaire, which for this purpose, the questionnaires were approved by the relevant specialists. In the inferential part, the structural equation model of the research questions was investigated and the results showed that talent management variables (0.605), job satisfaction (0.437), job motivation (0.687), and leadership styles (0.641) had a significant effect on the level 99% have a strong interest in maintaining and maintaining the human resources of the Bushehr University of Medical Sciences. Job incentives have a greater impact on the maintenance and maintenance of specialist staff than other variables.

In the accelerating and competitive industry of hospitality, what has guaranteed the excellence of hotels, relative to each other, is having a great wealth of capable and talented human resources. The main purpose of this study is to investigate a relationship between talent management and psychological empowerment of hotel employees in Ramsar. The population of the study is the staff of a hotel that was selected by Cochran's formula for unlimited population, which contains 384 people as samples. And according to a  series of convenience sampling Spreitzer's psychological empowerment questionnaires (1995) determined reliability of 0.855 and also Philips & Roper's talent management questionnaire (2009) reliability of 0.860 were distributed among them and were collected after answering. In order to analyze the data, SPSS23 and Lisrel8.54 softwares were used. The results showed that talent management can affect psychological empowerment as the amount of 68%; and also, among the components of talent management, attracting talents, talents compatibility and maintenance, and talents development earn the first, second and the third place, respectively.  Consequently, hotels can profit from talent management program to improve the employees' psychological empowerment.