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 present study aims to investigate the relationship between smart talent management and meritocracy in order to provide the expressive characteristics of the selection, appointment and maintenance of managers. The research method is descriptive survey and the required information has been collected using a researcher-made questionnaire that its validity has been determined from the available resources and through expert opinion and its reliability has been determined by calculating the Cronbach's alpha coefficient (.882). The statistical population of the present study includes the associate professor faculty members and higher rankings and staffs having MA and higher degrees, i.e. a total of 1,200 people. Sampling method is stratified random sampling through which 291 people are selected as the statistical sample. Findings of exploratory factor analysis show that strategy, attraction, evaluation and discovery of talents are the main components of talent management, and organizational learning, knowledge expansion and sharing are the main components of knowledge management. Among the 13 dimensions of talent management, the development of talent with a standard coefficient (.90) and preservation of talent with a standard coefficient (.88) are the most effective ones, respectively. Among the 13 dimensions of knowledge management, expansion and sharing with a standard coefficient (.95) and organizational learning with a standard coefficient (.88) are the most effective ones, respectively. Also, confirmatory factor analysis confirms the relationship between smart talent and meritocracy with a standard coefficient (1.06), and test statistics has evaluated the severity (correlation coefficient) of this relationship (.299).

Talent management is a system for identifying, hiring, developing, promoting and maintaining talented workforce with the purpose of optimizing organizational capacity and realizing organization’s goals at large. The main objective of this study is to evaluate the effects of talent management on job performance through employees’ job satisfaction and work effort in the governmental agencies located in Tehran. Based on the research literature and the conceptual model, five hypotheses were formulated. To collect data, 350 questionnaires were distributed among 60 public organizations, from among them 288 were returned. Following that, model fitness, reliability and validity of the data were examined. Considering that talent management was a second-order reflection construct and that data were not normal, Smart-pls2 software was used to test the hypotheses. Hypothesis testing and the results show that talent management has significant effect on job satisfaction, work effort and job performance. Also, the effect of job satisfaction on performance is confirmed, but the hypothesis regarding the effect of work effort on job performance with 0.235 path coefficient and 1.62 t-value is not confirmed.

The purpose of this research was to investigate the factors affecting the improvement of talent management in university sports (case study: Student Sports Federation). Therefore, the number of 112 questionnaires of Phillips and Rapper's (2009) university sports talent management standard was completed and collected by the staff of the Student Sports Federation in 1401. In order to analyze the data, descriptive statistics methods, Klomogrove and Smirnov tests were used to determine the normality of the data and structural equation modeling through SPSS and Smart pls software. The results showed that attracting talent on improving talent management with an impact factor of 0.49 and a critical value of 9.176, discovering talent on improving talent management with an impact factor of 0.63 and a critical value of 11.759, developing and improving talent on improving talent management With an impact factor of 0.29, a critical value of 4.571 and talent retention has had a positive and significant effect on the improvement of talent management with an impact factor of 0.58 and a critical value of 8.087. Based on this, talent discovery has the greatest impact on improving talent management with an impact factor of 0.63, and talent development and improvement has the least impact on improving talent management with an impact factor of 0.29. Also, the evaluation of the model for calculating the goodness of fit index of the model showed that the GOF index of this model was 0.396, which indicates the overall desirability of the model

The purpose of the present study was to investigate the impact of future-oriented talent management on the success of employees' career through the mediating role of Proactive Career behaviors. This research is an applied research and is a descriptive survey research. The statistical population of this study was 384 people who work in South Oil and Gas Companies that were estimated using Cochran formula and cluster sampling method. The data collection tool was a standard questionnaire whose validity was confirmed by content validity method and its reliability was confirmed by Cronbach's alpha method. In this study, structural equation modeling approach and Smart Pls2 and Spss 19 software were used. The results show that future-oriented talent management has a positive and significant effect on career success and Proactive Career behaviors. The results also indicate that proactive career behaviors have a mediating role in the impact of future-oriented talent management on career success.

The study aims at providing a model for talent management in active knowledge-based companies in agricultural domain of Guilan Province. This applied and descriptive study with a mixed research method. In the qualitative part, an in-depth semi-structured interview with 30 experts was used and also the theoretical foundations and research background study were applied for qualitative data collection. For collecting data in the quantitative part, the survey study was used. The survey research data were collected through a researcher-made questionnaire. The target population consisted of 150 intermediate managers, supervisors, and deputies of knowledge-based organizations in Rasht, of which 108 participants were selected via purposeful sampling as the sample size of this study. The sampling size was determined via the table of Krejcie and Morgan. SPSS19 software and Smart PLS3 software were used to analysis the data. The results showed that the dimensions identified in the field of talent management in the knowledge-based companies were include: internal talent identification, external talent identification, socialization (making socialized), development and talents retention. Two components identified for internal talent identification include identification of talented employees and the selection of talented employees. Three factors consist of transformational leadership, organizational culture and employer brand have been identified as the underlying and effective factors on talent management in the knowledge-based companies of agriculture section in Rasht city. The transformational leadership style has the greatest impact on the talent management and the employer brand is in next ranking in terms of the effectiveness level on the talent management.

Organizations especially service organizations such as IRIP as well as have found that in order to succeed in today's complex arena need to have the best talent. At the same with understand the need to recruit, develop and retain talents, organizations have found that talents are critical resources that are needed to management to achieve the best results. The present research was conducted with the aim of designing talent management pattern in IRIP training centers. The research was practical in terms of objectives and descriptive-survey in terms of data collection method. Moreover, it was exploratory mixed in terms of type of data. In the qualitative section, the population consisted of 10 of experts of the scientific community and organizational specialists of IRIP who were selected using purposive sampling method. Furthermore, in the quantitative section, the population consisted of all employees in IRIP including 1357 official and contractual among whom 300 individuals were selected as a sample size using Chocran formulla and classification random sampling method. Data collection tool was individual exploratory interviews in the section of qualitative research. In the section of quantitative research, made research questionnaire were used to collect data. Moreover, the collected data were analyzed through descriptive and inferential statistics using SPSS-22 and Smart PLS 2 software. The findings demonstrated the factors affecting talent management in IRIP training centers are: human capital, organizational learning, organizational social responsibility, organizational culture, motivation of employees; the current status of the identified dimensions and components affecting talent management and the current status of talent management in IRIP training centers were desirable; the research model was presented based on the identified components and dimensions; the degree of appropriateness the proposed model according to the research components was acceptable; each of the identified components and dimensions had impact on talent management; motivation had the most important significance among the identified dimensions.

Developing and retaining talent is critical to helping organizations compete effectively. Accordingly, the implementation of a strategic talent management system to invest in a talented group can turn members' job interpretation into their individual mission. Therefore, the purpose of this article is to investigate the effect of strategic talent management system on each of the variables of entrepreneurial behavior, voice and individual mission and also the mediating role of individual mission on each of the relationships.This research is applied in terms of purpose and descriptive-correlational in terms of method. The statistical population of the study includes 480 faculty members of Yazd University in the fall of 2019. According to Cochran's formula, the number of samples was estimated to be 213. A standard questionnaire with a Likert scale of five was used to collect data. Data were statistically analyzed using Smart PLS 3 software.The findings of statistical software showed that out of 5 existing hypotheses, 4 hypotheses have been confirmed. In fact, the strategic talent management system has a positive effect on entrepreneurial behavior and individual mission of employees. In addition, the effect of the strategic talent management system and the entrepreneurial behavior of employees, as well as the effect of the strategic talent management system and the voice are improved by the individual's sense of individual mission.The results showed that the strategic talent management system has an important effect on the entrepreneurial behavior of people in the university; This system also leads to motivation to develop talent in creative environments. Employee voices make constructive changes. These changes improve individual and organizational performance and lead to innovation and creativity.Strengthening and expanding the voice of the staff at the university opens the way to growth and progress towards a higher future.

In order to retain competent human resources as a rare and valuable organizational source and guarantee the performance, Successful organizations have considered recognizing and developing talents. The present study is done in order to "design talent management model in the banking industry and to determine & prioritize dimensions and components". First, the literature was studied well and according to that, the elemental model was designed. Considering the purpose, the current study is applied and method of the research is mixed exploratory. Then, deep and targeted structured interview was conducted with 15 selected individuals, consisting of two groups of managers, experts and academic experts, as well as managers and banking professionals and gathered data was analyzed using content analysis method and dimensions and components were determined. After that, a researcher-made questionnaire was used to confirm and prioritize research model. For validity of questionnaire, content considered and for reliability, Cronbach's alpha was used. The questionnaire distributed between 164 people including heads and deputies of the of welfare of workers bank, national bank and Saman bank and, in order to analyze the data, the structural equation modeling method was applied using the smart P.L.S.3 software. According to the results of study, nine dimensions and 80 components were identified & prioritized. About this, talent retaining factors, talent management results, talent strategy, talent development methods, talent characteristics, talent absorb and selection methods, talent assessment, banking industry characteristics and organizational culture have significant roles in explaining talent management model in the banking industry.

The purpose of this study is to investigate the effect of talent management on organizational health in two neighboring organizations of customs and law enforcement in Gilan province. The research is applied in terms of purpose and descriptive-survey type. The statistical population of the research is the employees of the two mentioned organizations, 745 people. 253 people were selected based on Cochran's formula by relative sampling method, of which 141 people are related to the staff of Guilan police headquarters and 112 customs employees of Guilan province. They were. Data collection tools were a researcher-made talent management questionnaire and a standard administrative health questionnaire whose validity was confirmed by content validity, convergent validity and divergent validity and its reliability was estimated to be higher than the desired value by 0.7 by Cronbach's alpha method. In order to analyze and analyze the data, the method of modeling structural equations based on the partial least squares approach was used by Smart PLS3 statistical software. The research findings showed that the dimensions of talent management, including: talent attraction, talent retention, talent improvement and talent management and re-control have a significant impact on organizational health. It was also found that the greatest impact is related to the dimension of talent absorption and organizational health. In this regard, it can be said that by attracting and appointing talented forces in the Customs Department and the police force of Gilan province, organizational health indicators can be improved.