جستجوی مقالات مرتبط با کلیدواژه « Talent Management » در نشریات گروه « پزشکی »

Health-oriented organizations are on their way to providing personal and social health. The field of sports plays an effective step in advancing organizational goals using efficient management strategies. Talent management is one of the practical strategies in sports, and it is the basis for maintaining health in society. Therefore, the present study aimed to review sports talent management with an approach that leads to health. This study was a systematic review conducted by searching international databases between 2010 and 2024. For the search, a combination of Boolean operators (AND, OR) and keywords such as talent management, health, talent management, and sports management was used in Persian and English on databases, including PubMed, Web of Science (WOS[L1] ), Islamic World Science Citation Database (ISC), Scopus, and Google Scholar. According to the extracted findings, human resources should have efficient talent management specific to the sports sector since they are potential forces. Personal and community health will result from talent management in sports when it effectively uses organizational, collective, and individual talents. It is evident that leveraging talent management and building a foundation in sports can help advance health.

The most important concern of organizations in 21 century is identification, retainment and development of talent management and creating a talent management system. Which using cultural management could provide effective mechanism for establishment of talent management system. Therefore, this research was aimed to investigate the impact of cultural management on talent management from the employees̓ viewpoint of Tehran University of Medical Sciences (TUMS).

Methods and Materials: 

This research was a descriptive-analytical and cross-section study conducted in 2021-2022 among headquarters employees of vice chancellors of TUMS. The sample size was determined 310 using Krejcie and Morgan table regarding response rate of 90%. The research tool was two questionnaires named Oehley for talent management and researcher constructed for cultural management which their face and content validity and also reliability were confirmed. Descriptive results reported by average and standard deviation and analytical findings explored by structural equation modeling (SEM).

The average of talent management and cultural management and their components were medium to desire levels. Regarding AVE, divergent and convergent validity of questionnaires were confirmed. Moreover, the impact of cultural management on talent management were confirmed.

Deployment of cultural management as a background, structure, models, procedures and mechanisms is essential for implementation of talent management system and return on talent in Tehran University of Medical Sciences. Although, in this regard, paying more attention to approaches and suggestions of cultural elites through consensus are suggested.

Talent Management is the strategic management of talent flow in an organization. Its purpose and purpose is to ensure the optimal supply of talents to match the right people with the right occupations at the right time based on the strategic goals of the organization.

The type of research is applied to the target and in terms of research method it is a mixture of qualitative and quantitative. In the qualitative stage, using semi-structured interviews among 17 experts of Ahwaz University of Medical Sciences through targeted sampling and according to the data saturation criterion, talent management components were identified and analyzed by content analysis. A stratified random sampling method was used for sampling. The sample size of 240 people was estimated using the Cochran formula.

Then, using a researcher-made questionnaire and using the structural equation modeling approach, after the content validity of the questionnaire was confirmed by experts. And reliability of the questionnaire based on Cronbach's alpha coefficient 84. Was obtained. 107 codes were extracted from qualitative research data that were classified in five main categories. The quantitative findings also confirmed the structure of the talent management process, which involves identifying and identifying talent needs, attracting, developing potential capabilities, strategic use, and maintaining talent.

Finally, based on quantitative and qualitative research, a model for talent management process in Ahwaz University of Medical Sciences was proposed. Therefore, the talent management process has five dimensions, which are related to the University of Medical Sciences. By addressing these dimensions, an important and better step can be taken to manage talent in the University of Medical Sciences.

Today, human resources are considered the most important capital of organizations, and it is clear that people are the main factor in the survival of organizations in the field of competition With the complexity of the environment and the creation of diversity of different cultures and occupations, the role of human resources has gradually changed. Dynamic organizations to operate in this competitive world, in an effort to create opportunities for today's organizations, need creative, flexible and responsive forces and on the other hand, they are attracted to these talents, and organizations that cannot manage their human resources according to today's norms will be doomed. Career developments facing organizations have caused the strategies and plans that have been determined in advance to not respond to the future needs of the workforce in these organizations; Based on this, during the past decades, there has always been the issue of how to successfully implement the human resources talent management system in public organizations. Considering that both talent management and innovation agents seek to achieve a common goal, which is growth, development and effectiveness. It is possible to assume the point of intersection between these two variables. And in the meantime, it is very important to examine the effective components from the psychological and cognitive aspect such as emotional intelligence. Also, considering that the municipal sports organization of Tehran city needs talented human resources and providing new products with an innovative approach and improving the current business environment in order to achieve optimal effectiveness and efficiency according to its mission, conducting such a research at this time of Time seems necessary.

The statistical sample of the present study included all the managers and experts of the sports organization of Tehran city in the number of 272 people who were selected in a purposeful way. The participants of Phillips and Roper's (2009) standard talent management questionnaire including 38 questions and four components, the emotional intelligence questionnaire of Brackett et al. They completed the component voluntarily. The instrument had good validity and reliability. In the data analysis section, descriptive and inferential statistics were used, the method of structural equation testing was used to test the hypotheses of this research using Lisrel software version 8.8.

The results show that the model had sufficient fit (RMSEA = 0.08) and the indices of IFI, GFI and NFI indices are.49, .43 and.41, respectively, which indicate the appropriate fit of the model. A significant causal relationship was reported between talent management and emotional intelligence of managers, also the relationship between talent management and organizational innovation was significant, in addition, talent management showed a significant causal effect through the mediating variable of emotional intelligence on organizational innovation.

Although a review of the research conducted in this field shows that innovation in organizations is a growing scientific branch, but the effectiveness of talent management and its value creation is still not properly understood in sports organizations. In addition, the number of studies related to emotional intelligence and talent management in sports organizations is very small and requires more research in this field. Since employees with higher emotional intelligence overcome problems better and have a better relationship with their colleagues. The social self-awareness of the employees has increased and can have a favorable effect on the performance of the organization

The present research was conducted with the aim of identifying the talent management components of Iranian elementary teachers with a qualitative-descriptive approach in an exploratory way and with thematic analysis technique of a comparative type. The research area included 41 electronic and written scientific resources and the text of 10 semi-structured interviews. After identifying the components according to the theoretical literature and interviews, first based on the theoretical framework in the field of talent management, the main categories of recruitment and identification, selection, employment, development and maintenance were considered as overarching themes, then according to Overarching themes 40 basic themes were identified and counted, the extracted basic themes were categorized and named under the categories of overarching themes in the next step, and in this way organizing themes were formed. The content validity of the findings was confirmed using the content validity index (CVR) based on the opinions of a number of human resource managers and primary education experts and a few experts in the field of educational sciences, a total of 15 people. The reproducibility of the findings using The Holstein coefficient was estimated to be 99/. Finally, the findings based on the theoretical framework include 5 comprehensive themes (recruitment and identification, selection, employment, development and maintenance), 10 organizing themes including identifying elite people, creating motivation to attract elites, matching the person with the job, merit selection , all-round utilization of people, provision of implementation conditions, individual knowledge enhancement, promotion of job and professional skills, excellence and well-being of teachers, and integration of people with teaching profession and 40 basic themes. Therefore, in order to make optimal use of teachers in the primary period, education and training should implement talent management in employing teachers in this period based on the indicators revealed in the current research.

Today, organizations think of success in the world's economic complexes and need the best talent in a competitive environment. In recent years, in organizations in Iran, the issue of education and labor has been present in various forms such as identifying and cultivating talent, succession, and future managers. In this context, various studies and researches are more important for designing and applying the successful experience of developed organizations. One of the most important factors in the development and success of the organization is talent management. Research on talent management and talented staff worldwide is growing rapidly. Three external factors, "demographic change", "globalization" and "increasing the number of knowledge-based employees", force organizations to take a more serious approach to talent management and its practices. For an effective talent management strategy, managers need to know that strategies in this area cannot focus solely on role-players at higher levels. Managers also need to know and understand the different motivations that determine the recruitment and retention of employees in the organization of different ages, genders, and nationalities. In this sense, human resources professionals must increase and develop their competencies and competencies in providing effective and efficient solutions. Therefore, talent management intends to be created at the center of the organization's general strategies. The theoretical management framework of for-profit and non-profit organizations has shown that in the field of sports, organizations are focused on the effective use of human resources, in other words, they seek to create products or services that create higher value for customers. People rarely have accurate information about the meaning of the word talent in organizations and its application to the performance of talent management. This is frustrating because working with the concept of talent search is critical to the application and policies of talent management in the organization and professional development and planning and development considerations. Although defining the concept of talent identification is not an easy task, there are at least some ways in which talent can be defined as a specific term in an organization. Talent management is the facilitation and development of the career path of highly talented and skilled individuals in the organization using developed guidelines, resources, policies, and processes. The history of talent management as a discipline and consulting in the field of sports business is more than 15 years, but they still seem to be confused about the meaning of "talent management". Despite many efforts to clarify the meaning of talent management, there is still no clear definition of the term. Talent control and innovation seek to achieve a common goal, which is growth, development, and effectiveness, and to provide a model of health in society; therefore, the purpose of this study was to present a model of talent control on organizational innovation in health-oriented organizations (managers of Tehran Municipality Sports Organization).

The statistical sample of the present study included all managers and experts of Tehran Municipality Sports Organization in the number of 267 people who were purposefully selected. Due to the limited statistical population, no special sampling method was used and the whole sample was determined to be equal to the garment. Participants voluntarily completed the standard Phillips and Rapper Talent Management Questionnaire (2009) and the Organizational Innovation Questionnaire of Omid et al (2002) and the reliability of all variables was more than 0.70. LISREL software was used to analyze the data.

The results showed that the research model had sufficient fit (RMSEA = 0.8) and the df/x2 ratio index in the allowable range and the relative and absolute fit indices (GFI), (IFI), and (NFI) were equal to 0.94, 0.93 and 0.91 were obtained, which indicated the proper fit of the model.

In general, in the present study, the three components of environmental innovation, individual innovation, and organizational innovation showed a more significant causal relationship than other components in relation to talent management, and the components of environmental innovation - feedback and individual - Showed less average feedback and not paying attention to environmental and personal feedback can seriously challenge the strategy of the municipal sports organization with a lack of proper understanding of the environment and competitors, and that in relation to talent management development components, maintaining positive relationships, maintaining And the functional capability of causal relationship did not show significance. By reviewing previous studies in this field, it can be said that the municipal sports organization is in the early stages of talent management and is more focused on the process of identification and recruitment, and has not been able to take an effective step by developing a strategy to develop talents and their functionality. Identifying the components and elements of talent management in different societies with different sub-sectors, resources, advantages, and markets is the most important study activity for talent decision-making. Therefore, researchers in this field try to observe the factors affecting the physical stimulation of elites and knowledge forces in different ways, and indirect and indirect ways, while identifying these factors, how to make decisions, and the type of decisions of managers in this field. Affect. The changing and changing environment of organizations in the current era is forcing managers to use more and better tools called knowledge to deal with and deal with factors of uncertainty and maintain the position and expand it. This requires that managers of organizations consider an important priority for innovation management. Organizational innovation is the new invention of knowledge or the development of new information such as a concept, theory or hypothesis; In other words, organizational innovation means something new to use. Organizational innovation requires the transformation of ideas into usable organizational forms, and this idea is used to promote organizational performance. The success of organizations depends on the effective use of talented people. Talented organizations are constantly looking for new talent; by satisfying their needs, they maintain them and create a challenging environment for them to work and be creative and innovative for their organization. It can be said that all organizations need new and innovative ideas to survive. Innovation can be considered as an organizational change to respond to or influence the external environment. However, it should be noted that knowledge, along with talent management, is the most important factor in production and a determining factor in innovation, because with the constant accumulation of administrative and technical knowledge over time and the use of information technology, knowledge quickly it is available worldwide and talented employees will be able to make the most of knowledge. This mechanism can be extended to facilitate learning in the organization. Therefore, researchers in this field try to observe the factors affecting the physical stimulation of elites and knowledge forces in different ways, and indirect and indirect ways, while identifying these factors, how to make decisions, and the type of decisions of managers in this field. Affect. Organizations create new facts and concepts by developing and restructuring past and present knowledge in a variety of ways.

Objective (s):

Talent management is the appropriate technique for identification, selection, education and retainment of human resources through mental, skill, cognitive, and behavioral empowerment. This might improve organizational productivity as the most important of organizational goals. This study aimed to determine the impression of talent management on employees’ empowerment and human resource productivity in Tehran University of Medical Sciences.

This was a cross-section study conducted among 304 headquarters’ employees of Tehran University of Medical Sciences. To collect the data, we used the Oehley’s talent management, Spreitzer’s staff empowerment, and Hersey and Goldsmith’s human resource productivity questionnaires. Descriptive statistics were used to explore the data. T-test, ANOVA and the structural equation modeling (SEM) were performed to examines associations.

The average of talent management, staffs’ empowerment and human resource productivity of the employees were medium to desire levels. As a result, there was regression between the components of three variables studied. Also, the regression between each variable and its components were confirmed.

It seems, selection of talented employees and empowerment through mental, skill, cognitive, and behavioral training might lead to human resource productivity in medical universities.

 Achieving organizational goals depends on the proper use of human resources and paying attention to the professional ethics of employees along with professional development is a necessity of human resource management. Therefore, the present study has been conducted with the aim of discovering the components of using talents and its role in the professional ethics of primary school teachers in Ardabil.

 The present study was conducted by mixed method (qualitative-quantitative). The statistical population of the research in the qualitative stage of the elite consisted of managers and teachers of the last three years, primary education experts and university professors. 20 of them were interviewed by purposive sampling method with theoretical saturation. In order to extract the components, design the model and formulate the questionnaire, the qualitative data were coded in three stages (open, central and selective coding). In the quantitative section, out of 1632 primary school teachers in Ardabil, 320 people were selected using a Morgan table by multi-stage sampling method and selection categories and questionnaires were distributed among them. Quantitative data were analyzed using the structural equation method in Smart PLS 2.

Ethical Considerations: 

In writing this article, honesty and fidelity have been observed.

 Findings showed that the components of talent utilization including manpower supply, intelligence of organizational goals and educational facilities through the strategy of establishing talent management have a positive and significant effect on teachers' professional ethics. The Aston-Geiser Q2 predictor correlation index also showed that the proposed structural model is of good quality.

 According to the research results, it can be said that the use of talents by attracting talented and interested people and by applying the necessary strategies and fields for the optimal use of these talents can have a very important impact on promoting and improving the professional ethics of primary school teachers.

Many authors and pioneers of changing in government management organizations and services considered Entrepreneurship in the public sector as the only solution for public management in the face of these challenges and problems. This study examines the impact of talent management on organizational entrepreneurship with the mediation of intellectual capital at Arak University of Medical Sciences.

This research was a practical research in terms of purpose and a causal research in terms of the nature and method. The statistical population of the study was 480 staff of Arak University of Medical Sciences in 1399 that 213 of them were selected using Cochran’s formula by simple random sampling technique. Data were collected using 3 standard questionnaires. The Phillips and Roper Standard Questionnaire (2009) was used for the Talent Management component, the Bontis Standard Questionnaire (1998) was used for the intellectual capital component, and the Robbins and Colter Standard Questionnaire (1989) was used for the organizational entrepreneurship component. In order to confirm the validity of the questionnaires, it has been approved by the professors and the reliability of the questionnaires has been confirmed by using SPSS software. Data analysis was performed by descriptive and inferential statistical tests using SPSS and structural equations with LISREL software.

The results showed that talent management on organizational entrepreneurship with a path coefficient of 0.53 and a t-statistic of 5.02; Talent management on intellectual capital with path coefficient of 93 / and T-statistic of 9.76; Intellectual capital had an effect on organizational entrepreneurship with a path coefficient of 0.41 and a T-statistic of 3.80. The results showed that talent management has a positive effect on organizational entrepreneurship mediated by intellectual capital.

Considering the findings of the study and the effect of talent and intellectual capital management on organizational entrepreneurship among the staff of Arak University of Medical Sciences, it is suggested that managers pay attention to talent management and intellectual capital improvement.

Talent management, especially in higher education, is important due to the main role it can play in tackling the global challenges and development of different countries. This study endeavored to identify the components of talent management of faculty members in universities of Medical Sciences Based on internal and external studies.

This study sought for the keyword of talent management of faculty members through meta-synthesis in both national (2006 to 2020) and international (2000 to 2020) academic databases: Magiran, Ensani, SID and databases: Scopus, Science Direct, Emerald, Google Scholar. Finally, after screening and reading, 26 articles were selected.

The gathered data were analyzed through the Sandolowski and Barso's seven-step method. A total of 178 key concepts and 20 Subcategories were reached as follows: talent identification, systematic approach to talent identification, identification of individual and professional competencies, review and correction of recruitment indicators, systematic recruitment process, talent selection, human capital development and academic development, efficient human resource management, effective evaluation and monitoring, infrastructure development and improvement, substitution, supportive attitude to maintenance, professional maintenance, management-executive policies in maintenance, competitive spaces, functionalism, talented university culture and collective culture in the university. Likewise, six major categories of talent identification, talent acquisition, talent development, talent retention, competitiveness and core performance, establishing a talent culture were reached.

Findings of this study underlined the importance of such components as talent retention, talent identification, talent development, talent acquisition, competitiveness and central performance, as well as the establishing a talent culture. This way,planning the development of talents in different ways is suggested.

The purpose of this study was to design a model for developing the talent management of junior high school teachers in Tehran. The research method was correlational using causal modeling. The statistical population of this study included 2360 primary school teachers in Tehran, of whom 331 were selected based on the Cochran's formula, using multi-stage and stratified sampling. The data collection tool was a researcher-made questionnaire on teacher talent management development. The face and content validity of the approved questionnaire was 0.81. Convergent validity of the questionnaire was approved by obtaining a Cronbach's alpha coefficient of 0.83. In order to analyze the quantitative data, the structural equation model in PLS2 software was used. Findings showed that competency-orientation (competency-based selection, competency-based education, competency-based appointment) through causal factors of talent management (organizational maturity and organizational structure), talent management strategies (staff training, talent management planning, decentralization), and underlying factors (teacher participation, systematic structure, educational facilities, and school independence) has a positive and significant effect on organizational growth. The Aston-Geiser predictive correlation index or Q 2 also showed that the structural model is of good quality.

This study was conducted with the aim of providing a model for the appointment of managers with an emphasis on talent management in the Ministry of Health and Medical Education.

This research is applied in terms of purpose and descriptive-survey in terms of method and a qualitative-quantitative research in terms of tools. Data were collected in three stages: model design, synthesis of studies, selection of desirable criteria of the Ministry of Health and Medical Education, and conducted among 351 managers and staff of medical universities. Descriptive and inferential statistics were used to analyze the data using SPSS and Amos software version 18.

The appointment of managers with emphasis on talent management in the Ministry of Health, Treatment and Medical Education is examined in 5 dimensions. The variable of talent development with a standard coefficient of 0.981 is the highest rank and respectively the maintenance of talent with a standard coefficient of 0.944 in the second rank and the use of talent with a standard coefficient of 0.934 in the third rank and the recruitment of talented people with a standard coefficient of 0.876 is in the fourth rank and identification and segregation of talented employees with a standard coefficient of 0.649 is in the fifth rank.

In present study model of appointing managers by considering talent management in five dimensions of talent development, talent retention, talent utilization, recruitment of talented and identification and segregation of talented employees for policies and decisions managers' is presented.

The purpose of this study was to investigate the factors affecting the talent management of employees of the General Department of Social Security in Isfahan Province (literature based on Nahj al-Balagheh).

The type of research is based on the purpose, development-application and based on the nature of data, qualitative and based on the method of data collection and documentary information. The research method is analytical-descriptive and qualitative data have been collected from the hybrid qualitative research method.

Through a comprehensive search of sources, 230 sources were obtained, from which 40 articles related to the qualitative research method were selected in a 3-stage filter. Finally, three important influential factors 1- individual factors 2- job factors 3- organizational factors were identified.

Today, organizations are well aware that in order to succeed in a complex global economy and to survive in the business environment, they need to have the best talent. While recognizing the need to hire, develop, and retain talent, organizations have recognized that talent is a critical resource that needs to be managed to achieve the best results. Talent management focuses on how people enter the organization and grow.

The aim of this study was to present a talent management model using a qualitative meta-combination approach.

The present study was performed by meta-combined method. Therefore, in the first step, by comprehensive search of sources, 230 sources were obtained, from which in a 3-stage refinement, 40 articles very related to the qualitative research method were selected. Concepts were extracted from the articles and by re-reading the concepts, the categories were extracted from them and finally 7 dimensions and 44 categories were extracted and the final model was developed.

Based on the findings, all dimensions Six dimensions: Identifying talent needs, identifying talent sources and existing potentials, talent acquisition, talent development, strategic talent utilization, talent retention, talent performance evaluation using a qualitative method The metechnique was obtained.

The results of this study can inform the people who are responsible for employment, promotion, training, development and evaluation in organizations, so that they can make appropriate decisions in their programs. It also informs corporate decision makers where and how to focus their efforts and resources so that they can maximize the level of employee commitment.