الگوی فرآیندی زنجیره تامین استعداد در صنعت بانکداری

نوع مقاله : علمی (پژوهش با روش‌های کیفی)

نویسندگان

1 گروه مدیریت بازرگانی، دانشکده مدیریت، دانشگاه علامه طباطبائی، ایران، تهران

2 گروه مدیریت بازرگانی، دانشکده مدیریت، دانشگاه علامه طباطبائی، ایران، تهران.

3 دانشجوی دکتری مدیریت، گروه مدیریت بازرگانی،پردیس خودگردان دانشگاه علامه طباطبائی، ایران، تهران

چکیده

هدف: هدف از انجام پژوهش حاضر ارائه الگوی زنجیره تامین استعداد در صنعت بانکداری بوده است.
طراحی/ روش‌شناسی/ رویکرد: این پژوهش به صورت کیفی و از طریق راهبرد پژوهشی نظریه داده­بنیاد و طرح نظام مند استراوس و کوربین شامل سه مرحلة کدگذاری باز، محوری و انتخابی اجرا شد. داده های پژوهش از طریق مصاحبه­های نیمه ساختاریافته با 16 نفر از مدیران و متخصصان صنعت بانکداری و با روش نمونه گیری نظری گردآوری شد.
یافته‌های پژوهش: داده ها در قالب 199 برچسب مفهومی، 32 زیر مقوله و 11 مقوله اصلی دسته بندی شده و مشخص شدند که زنجیره تامین استعداد در صنعت بانکداری شامل عناصر مدیریتی، فرایندهای تامین استعداد و پشتیابی و لجستیک به عنوان پدیده محوری و ویژگی­های بانکی و محیطی به عنوان علت ایجاد این پدیده معرفی شدند. پس از شناسایی راهبردهای مناسب بانک، فرهنگ سازمانی به عنوان عامل زمینه ای و همچنین عوامل سازمانی و مدیریتی به عنوان متغیرهای مداخله­گر مورد شناسایی قرار گرفتند. در نهایت دونوع پیامد درون سازمانی و برون سازمانی برای بانک ها در صورت به کارگیری این زنجیره معرفی و براساس مدل فرایندی نظریه داده بنیاد، الگوی نهایی طراحی و گزاره های حکمی ارائه شدند.
محدودیت‌ها و پیامدها: محافظانه کاری بعضی از مشارکت کنندگان در صنعت بانکداری درخصوص اطلاعات خاصی همچون محصولات جدید الکترونیک، مسائل سیاسی و رده های مدیریتی کلان، پراکندگی خبرگان در بانک های مختلف و عدم دسترسی راحت به این خبرگان از جمله محدودیت­های این پژوهش بوده است.
پیامدهای عملی: بانک ها با بکارگیری این الگو می توانند توان سودآوری خود را ارتقا بخشیده و از وجود مخرن استعدادها برخوردار گردند و از سوی دیگر در برخورد با تغییرات چابکتر عمل کرده و کسب مزیت رقابتی را تسهیل نمایند.
ابتکار یا ارزش مقاله: مقاله توانست رویکردهای مدیریت استعداد و زنجیره تامین را در هم آمیخته و به عنوان یک حوزه جدید خود را معرفی کند.

کلیدواژه‌ها


عنوان مقاله [English]

Talent Supply Chain Pattern in the Banking Industry

نویسندگان [English]

  • Hamed Dehghanan 1
  • Vahid Khashei Varnamkhasti 1
  • Saied Sehat 2
  • Masoud Karimzandi 3
1 Assistant Professor in Business Management Department, Faculty of Management, Allameh Tabataba'i University, Iran, Tehran
2 Associate of Professor, Business Management Department, Faculty of Management, Allameh Tabataba'i University, Iran, Tehran
3 Ph.D Student at Management, Business Management Department, , Allameh Tabataba'i University, Iran, Tehran.
چکیده [English]

Purpose: The present study aims to present a talent supply chain model in the banking industry.
Method: This research has been done qualitatively and through a research strategy based on Strauss and Corbin's GT theory and systematic design and has been implemented in three stages of open, pivotal and selective coding. The data of this research were collected through semi-structured interviews with 16 managers and experts in the banking industry, the interviewees were selected by theoretical sampling.
Finding: Data were categorized in the form of 199 conceptual labels, 32 sub-categories and 11 main categories and it was determined that the talent supply chain in the banking industry includes management elements, talent supply processes and support and logistics as the central phenomena, caused by banking environmental characteristics.  After identifying the appropriate banking strategies, organizational culture as the underlying factor, as well as organizational and managerial factors were identified as intervening variables. At the end, two types of intra-organizational and external organization consequences for banks in case of using this chain was introduced and based on the process model of the GT Theory, the final design pattern and judgment statements were presented.
Constraints and Consequences: Unwillingness of some participants employed in the banking industry to reveal information about specific issues such as new electronic products, political issues and macro management categories, the dispersal of experts in different banks and the lack of easy access to these experts were some of the limitations of this research.
Practical implications: By using this model, banks can improve their ability to recruit qualified, knowledgeable and elite staff with the necessary skill and abilities at the required time and at a high level and gain competitive advantage by creating agility in dealing with changes.
Contribution: This research can be regarded as a pioneer work by combining talent management approaches and supply chain as a new field.

کلیدواژه‌ها [English]

  • Talent management
  • Supply Chain
  • Talent Supply Chain
  • banking industry
Berk, L., Bertsimas, D., Weinstein, A. M., & Yan, J. (2019). Prescriptive analytics for human resource planning in the professional services industry. European Journal of Operational Research272(2), 636-641.‏
Bhatnagar, J. (2007). Talent management strategy of employee engagement in Indion Ites employees: Key to retention. Employee Relation, 29(6), 640-663.
Blount, Y., Castleman, T., & Swatman, P. M. (2005). E-commerce, human resource strategies, and competitive advantage: two Australian banking case studies. International Journal of Electronic Commerce9(3), 74-89.‏
Boudreau, J. W. & Ramstad, P. M. (2001). Beyond cost-per-hire and time to fill: Supply-chain measurement for staffing (CAHRS Working Paper #01-16). Ithaca, NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies.
Cappelli,  P., & Keller, J. R. (2014), Talent Management: Conceptual Approaches  and  Practical Challenges. Annual Review of Organizational Psychology and Organizational Behavior, 1, 305-331.
Cappelli, P. (2008). Talent on Demand, Managing talent in an Age of Uncertainty. Boston: Harvard Business Review, 8-15.
Cappelli, P. (2009). A Supply Chain Approach to Workforce Planning. Organizational Dynamics, 30 (1), 8 - 15.
Chaturvedi, V. & Yadav, D. (2013). Managing talent supply chain- An integrative framework for sustainable talent management. http//:IndianMBA.com.
Collings, D. & Mellahi, K. (2009). Strategic Talent Management: A review and research agenda. Human Resource Management Review, 19, 304-313.
Collings, D. G., Scullion, H., & Vaiman, V. (2015). Talent management: Progress and prospects.  Human Resource Management Review, 25, 233-235
Creswell, J. W. (2002). Educational research: Planning, conducting, and evaluating quantitative (pp. 146-166). Upper Saddle River, NJ: Prentice Hall.‏
Cruz, T. H., Davis, S. M., FitzGerald, C. A., Canaca, G. F., & Keane, P. C. (2014). Engagement, recruitment, and retention in a trans-community, randomized controlled trial for the prevention of obesity in rural American Indian and Hispanic children. The journal of primary prevention35(3), 135-149.‏
Dehghanan, H., Afjahi, S., Soltani, M., Javaheri, E. (2019). The Grounded Theory Model in the Talent Management Process. Journal of Research in Human Resources Management, 10(4), 185-217. (In Persian)
Duttagupta,  R.  (2005).  Identifying  and  managing  your  assets: lent management. London: PricewaterhouseCoopers.
Feng, X.U (2011). Talent supply chain management mode. East china economic management, 25(10), 109- 115.  
Fisher, M. L. (1997). What is the right supply chain for your product?. HarvardBusiness Review, 75(2), 105-116.
Gallardo, E, Arroyo M, L& Gallo, P. (2017). Mapping collaboration networks in talent  management  research. Journal  of  Organizational  Effectiveness:  People  andPerformance, 4(4), 332-358
Gholipur, A. & Eftekhar, N. (2017). Talent management. Tehran: Mehrban Publishing Institute. (In Persian)
Glaser, B. G., & Holton, J. (2004). Remodeling grounded theory. Qualitative Social Research, 5(2),  1-17 .
Healy, J. (2015). Applying supply chain principles to talent management. Supply chain navigator. Http//: www. kellyocg.com.
Hirsh, W. (2008). Succession planning demystified IES report 372, ISBN 1851843027, Institute for Employment Studied.
Hoffmann, C., Lesser, E. L., & Ringo, T. (2012). Calculating success: How the new workplace analytics will revitalize your organization. Harvard Business Press.
Karder, L. & Zanjirani Farahani, R. (2011). Supply Chain and Logistics at National and International Level. Tehran: Institute for Business Studies and Research. (In Persian)
Kasasbeh, E. A., Harada, Y., & Noor, I. M. (2017). Factors Influencing Competitive Advantage in Banking Sector: A Systematic Literature Review. Research Journal of Business Management11(2), 67-73.‏
Koohi khor, M., Kamalian, A., Yaghoubi, N. & Pourezzat, A. (2020). Meta-synthesis model of integrated talent management. Public Administration Perspective, 11(1) (In Persian).
Logan, J., & Martin, N. (2012). Unusual talent: A study of successful leadership and delegation in entrepreneurs who have dyslexia. Inclusive Practice4, 57-76.‏
Makarius, E. E., & Srinivasan, M. (2017). Addressing skills mismatch: Utilizing talent supply chain management to enhance collaboration between companies and talent suppliers. Business horizons60(4), 495-505.
McShane, S., & Glinow, M. A. (2010). Organizational behaviour: Emerging knowledge and practice for the real world. McGraw-Hill/Irwin.‏
Mensah, J. K. (2019). Talent management and employee outcomes: A psychological contract fulfilment perspective. Public Organization Review, 19(3), 325-344.‏
Michaels, E., Handfield- Jones, H., & Axelrod, B. (2001). The War for Talent. Boston :  Harvard   Business School Press . 
Mousavi Nejad, S.H., Vahdati, H., Hakkak, M. & Nazarpoori, A.H. (2019). Designing a Model for Explaining Creative Deviance in the Oil Company. Public Administration Perspective, 10(1), 15-37 (In Persian).
Sadeinia N, Chenari V, Makvandi F, Hemati M. (2019). Meta Synthesis and Fuzzy Interpretive Structural Modeling of Talent Supply Chain Management in National Iranian Oil Company. Human Resource Management in Oil Industry. 10 (39): 29-62. (In Persian)
Schaeck, K.., Cihak, M. & Wolfe, S. (2009). Are competitive banking systems more stable?. Journal of Money, Credit and banking, 41(4), 711-734.‏
Singh, R. (2013). Human resource management in the Indian banking sector. Journal of Human Resource and Sustainability Studies1(03), 21.‏
Sparrow, P. R., & Makram, H. (2015). What is the value of talent management? Building value-driven processes within a talent management architecture. Human resource management review25(3), 249-263.
Strauss, A. & Corbin, J. (2015). Principles of Qualitative Research Methodology: Grounded Theory, Procedures and Practices. Translated by Biuk Mohammadi. Tehran: Research Institute and Cultural Studies. (In Persian)
Sweem,  Susan  L.  (2009). Leveraging Employee Engagement through a Talent Management Strategy: Optimizing Human Capital through Human Resources and Organization Development Strategy in  a  Field  Study,  dissertation.
Thomas, A. L., & Kerr-Phillips, B. (2009). Macro and micro challenges for talent retention in South Africa. SA Journal of Human Resource Management7(1), 1-10.‏
Uren,  L.  (2007). From talent compliance to talent commitment. Strategic HR Review, 6(3), 32-5. 
Wellins, S., Smith, B., & Rogers, W. (2006). Talent Management: Development Dimensions International.
Williams, M. (2000).The war for talent: Getting the best from the best. London: CIPD.
Winkler, H., & Müller, B. (2008). One step forward, two steps back? The governance of the World Bank Climate Investment Funds.‏ Institute for Energy Studies.
Zamcu, E. G. (2014). Tends and Challenges in The Modern HRM-Talent Management. SEA-Practical Application of Science, 2(4), 173-180.