چشم انداز مدیریت دولتی

طراحی و تبیین مدل مدیریت استعداد (مورد مطالعه: صنعت خودرو)

نوع مقاله : پژوهشی (با رویکردهای آمیخته)

نویسندگان

1 دانشجوی دکتری مدیریت بازرگانی، گرایش مدیریت منابع انسانی، دانشکده مدیریت و حسابداری، دانشگاه شهید بهشتی، تهران، ایران

2 استادیار، گروه مدیریت دولتی، دانشکده مدیریت و حسابداری، دانشگاه شهید بهشتی، تهران، ایران

3 دانشیار، گروه مدیریت دولتی، دانشکده مدیریت و حسابداری، دانشگاه شهید بهشتی، تهران، ایران

4 استادیار، گروه مدیریت بازرگانی، دانشکده مدیریت و حسابداری، دانشگاه شهید بهشتی، تهران، ایران

چکیده

هدف: با توجه به اهمیت سرمایه­‌های انسانی سازمان و به ویژه استعدادها به عنوان مهم­ترین ابزار کسب مزیت رقابتی، هدف از انجام این پژوهش ارائه مدلی برای مدیریت استعداد در صنعت خودرو است.
طراحی/ روش‌شناسی/ رویکرد: این پژوهش، به صورت ترکیبی اکتشافی (کیفی-کمی) انجام شده است. در فاز کیفی، اجزای یک مدل مدیریت استعداد به روش تحلیل تم شناسایی شد. در فاز کمی، اجزاء و روابط مدل استخراج شده از فاز کیفی، با استفاده از مدلسازی معادلات ساختاری، مورد ارزیابی قرار گرفت تا مهم­ترین متغیرهای مرتبط برای یک مدل مدیریت استعداد و ارتباطات آنها، طراحی و تبیین شود.
یافته­‌های پژوهش: مدل حاصل از این پژوهش مشتمل بر شناسایی فرایند مدیریت استعداد (تعریف، شناسایی و انتخاب، توسعه، به‌کارگیری، نگهداشت استعدادهای موجود و ایجاد شرایط جذب استعدادهای جدید)، عوامل اثرگذار بر این فرایند در چهار دسته عوامل محیط کلان، عوامل سطح سازمان، عوامل سطح فرد و عوامل مربوط به سیستم مدیریت منابع انسانی و پیامدهای این فرایند در سه دسته فردی، سازمانی و فراسازمانی است.
محدودیت‌­ها و پیامدها: با توجه به سازه­‌ها و مضامین شناسایی شده مرتبط با صنعت خودرو، تعمیم نتایج به سایر صنایع محدودیت دارد.
پیامدهای عملی: ارائه مدلی برای مدیریت استعداد در صنعت خودور، در سه بخش عوامل اثرگذار، فرایند و نتایج مدیریت استعداد و متغیرهای مرتبط و چگونگی ارتباطات آنها.
ابتکار یا ارزش مقاله: این پژوهش جامعه گسترده‌­ای از شرکت­‌های فعال در صنعت خودرو را مورد بررسی قرار داده و خروجی این پژوهش برای سیاست­­‌گذاران و مدیران این صنعت، در زمینه‌­سازی و پیاده‌­سازی مدیریت استعداد قابل اتکا خواهد بود. برخی سازه‌ها و بسیاری از متغیرها و مضامین شناسایی شده و جزئیات ارائه شده در خروجی‌های این تحقیق، متفاوت با مدل‌های موجود و متناسب با صنعت خودرو می‌باشند.
نوع مقاله: مقاله پژوهشی

کلیدواژه‌ها

عنوان مقاله [English]

Designing and Explaining Talent Management Model (Case of study: Automobile industry in Iran)

نویسندگان [English]

  • Mohamad Reza Ebrahimi 1
  • Tayebeh Amirkhani 2
  • Akram Hadizadeh Moghadam 3
  • Maryam Akhavan kharaziyan 4

1 Ph.D Student, Commercial Management, Human resource management orientation, Department of Government Management, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran.

2 Assistant Professor, Department of Government Management, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran

3 Associate Professor, Department of Government Management, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran

4 Assistant Professor, Department of Commercial Management, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran

چکیده [English]

Purpose: Considering the importance of human resources of the organization and especially talents as the most important tool for gaining a competitive advantage, the purpose of this study is to provide a model for talent management in the automobile industry.
Design/ Methodology/ Approach: This research was conducted based on a combined exploratory method (qualitative-quantitative). In the qualitative phase, the components of a talent management model were identified by theme analysis. In the quantitative phase, the components and relationships of the model (extracted from the qualitative phase) were evaluated by using structural equation modeling to design and explain the most important relevant variables for a talent management model and their relationships.
Research Findings: The model of this research includes identifying the talent management process (defining, identifying and selecting, developing, applying, retaining existing talents and creating conditions for attracting new talents), factors affecting this processare in four categories: environmental factors, organizational level factors, individual level factors, and the factors related to the human resource management system, and the consequences of this process are in three categories: individual, organizational and extra-organizational.
Limitations & Consequences: The generalization of the results of this research to other industries is limited.
Practical Consequences: Providing a model for talent management in the Automobile industry, in three parts: influential factors, talent management process with results, and related variables and how they relate.
Innovation or value of the Article: This research examines a wide community of companies which are active in the Automobile industry and the output of this research will be reliable for policy makers and managers in this industry, for planning and implementation of talent management. Some constructs and many variables and themes identified and the details provided in the outputs of this research are different from the existing models and are suitable for the automobile industry.
Paper Type: Research Article

کلیدواژه‌ها [English]

  • Talent
  • Talent Management
  • Automobile Industry
  1. Adero, F.A., & Odiyo, W.O. (2020). Employee Characteristics, Contemporary Human Resource Management Practices and Organization Effectiveness. International Journal of Business Management, Entrepreneurship and Innovation, 2(2), 1–18.
  2. Andari R. N., Ella S., (2021) Digital Talent Management Model for Smart Village in Indonesia, 2nd International Conference on ICT for Rural Development (IC-ICTRuDev), 2021 pp. 1-6.
  3. Al Ariss, A., Cascio, W. F., & Pauwe, J. (2014). Talent Management: Current Theories and Future Research Directions. Journal of World Business, Elsevier, 49(2), 173-179
  4. Avedon, M. J., & Scholes, G. (2010). Building Competitive Advantage Throughe Integrated Talent Management. Published in:
    Strategy- driven talent management : a leadership imperative    . San Francisco, Calif. : Jossey-Bass, p. 73-119
  5. (2016). Drive Value Through Leadership and Talent Development. Retrieved from Boston Consulting Group: http://www.bcg.com/ expertise/ client-enablement/ leadership-talent center. Aspx
  6. Bhaskar B.G. Sachin K. M. Rakesh D.R., Balkrishna N., Sunil L. (2019) Green talent management to unlock sustainability in the oil and gas sector, Journal of Cleaner Production, Volume 229, Pages 850-862
  7. Brown, D., Bersin, J., Gosling, W., & Sloan, N. (2016). Human Capital Trends 2016: Engagement, Always on. New Jersey: Deloitte University Press.
  8. Claus L. (2019). HR disruption—Time already to reinvent talent management. Business Research Quarterly (BQR), 22, 207–215.
  9. Davari A., & Rezazadeh A. (2014) Structural Equation Modeling with PLS, Tehran, Jihad Daneshgahi Publishing Organization, (In Persian).
  10. Dehghanan H., Afjahi S. A.,  Soltani M., Javaheri E. (2019) The Grounded Theory Model in the Talent Management Process, Human resource management research, 10 (4), 185-217, (In Persian).
  11. Gallardo-Gallardo, E., Nijs, S., Dries, N., Gallo, P. (2015). Towards an understanding of talent management as a phenomenon-driven field using bibliometric and content analysis. Human Resource Management Review, 25 (3), 264-279.
  12. Gallardo-Gallardo, E, Thunnissen, M. & Scullion, H. (2019). Talent management: context matters, The International Journal of Human Resource Management31(5), 1-17
  13. Gholipour A., & Eftekhar N. (2017), Presenting a Talent Management Model Using the Basic Theory Method (Case of Study: Mobile Operator), General Management Research, Year 9, Issue 34, 55-84 (In Persian).
  14. Goldsmith, M., & Carter, L. (2010). Best Practices in Talent Management: How the World's Leading Corporations Manage, Develop, and Retain Top Talent (1st Ed.). San Francisco: Pfeiffer.
  15. Golshahi B., Rastegar , Feiz D., & Zarei A. (2018). Architecture of the Strategic Talent Management Process at the National Elite Foundation. PhD Thesis in Human Resource Management, Semnan University, Faculty of Economics, Management and Administrative Sciences. (In Persian).
  16. Hair J., Hult T., Ringle C., & Sarsted M. (2015) Partial Least Squares Structural Equation Modeling (PLS-SEM), Tehran, Negahe Danesh Publishing, (In Persian).
  17. Iles, P., Chuai, X., & Preece, D. (2010). Talent management and HRM in multinational companies in Beijing: definitions, differences and drivers. Journal of World Business, 45(2), 179-189.
  18. Kaewnaknaew, C., Siripipatthanakul, Phayaphrom B., Limna P., (2022) Modelling of Talent Management on Construction Companies’ Performance: A Model of Business Analytics in Bangkok, International Journal of Behavioral Analytics, Vol.2 (1), No.14, pp1-17
  19. Khamehchi, H., Jafarinia, S. (2021) A Meta- Analysis of the Antecedents and Consequences of Talent Management in Government and Public Organizations, Journal of Public Administration Perspective, 11(4). (In Persian).
  20. Koohi Khor, M., Kamalian, A.R., Yaghoubi, N.M., & Pour Ezzat, A.A. (2020). Meta-Synthesis Model of Integrated Talent Management, Journal of Public Administration Perspective, 11(1), 120-143. (In Persian).
  21. Tahmasebi R., Gholipour A., Ziaee M. S., Ghalibaf Asl H., (2015), Talent Management: A Grounded Theory, Governmental Management, 7 (1), 133-151. (In Persian).
  22. Latukha M., Michailova S., Ott D. L., Khasieva D., Kostyuk, (2022) Gender talent management and firm performance: MNCs' female-focused talent management practices in Russia, Employee Relations, 44 (4), 850-869
  23. Lewis, R. E., & Heckman, R. J. (2006). Talent Management: A Critical Review. Human Resource Management Review, 16 (2), 139-154.
  24. Louis, R.R., Sulaiman, N.A.and Zakaria, Z.(2022), Accounting firms’ talent management practices: perceived importance and its impact on auditors’ performance, Pacific Accounting Review, 34 (2), pp. 274-292.
  25. Mellahi, K., & Collings, D. G. (2009). Strategic talent management: A review and research agenda, Human Resource Management Review 19 (4), 304-313
  26. Pandita, D., & Ray, S. (2018) Talent management and employee engagement– a meta-analysis of their impact on talent retention. Industrial and Commercial Training50(4) 185-199
  27. Reis, I., Sousa, M. J., & Dionísio, A. (2021). Employer branding as a talent management tool: A systematic literature revision. Sustainability, 13(19), 10698.
  28. Schuler, R. S. (2015). The 5-C Framework for Managing Talent. Organizational Dynamics. 44, 47-56.
  29. (2008). Guidelines for Best Practice in Integrated Talent Management. United Kingdom: SHL Group.
  30. Silzer, R., & Dowell, B. E. (2010). Strategy-driven talent management: A Leadership Imperative. San Francisco: John Wiley & Sons.
  31. Smith, M. (2012), Beyond hiring: An integrated approach to talent management, McKinsey & Company, available at: www.mckinsey.com.
  32. Staffelbach, B. (2018). Talent Management Framework: Evidence-based Guidelines for Swiss Companies Operating in China. Research collaboration between the University of Lucerne (Switzerland) and Georg Fischer AG
  33. Tahmasebi R., Gholipour A., Ziaee M. S., Ghalibaf Asl H, (2015). Talent Management: A Grounded Theory, journal of public administration, 7(1), 133-151 (In Persian).
  34. Tarique, I., & Schuler, R. (2010). Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of World Business, 45(2), 122–133.
  35. Tarique, I., & Schuler, R. (2018). A multi-level framework for understanding global talent management systems for high talent expatriates within and across subsidiaries of MNEs: Propositions for further research. Journal of Global The Home of Expatriate Management Research6(1), 79-101
  36. Thunnissen M., Boselie P., & Fruitier B. (2013) Talent management and relevance of context toward a pluralistic approach. human resource management review, 23, 326-336
  37. Wilska، (2014), Determinants of Effective Talent Management. Journal of positive management, 5 (4), 77-88.
چشم انداز مدیریت دولتی
دوره 13، شماره 4 - شماره پیاپی 52
1401
صفحه 61-90