The Effect of Emotional Intelligence on the Model of Talent Management and Organizational Innovation in Health-Oriented Organizations

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