Identification of the dimensions and components of the talent management model in the department of education using the phenomenological analysis technique

Golabi, Abdolreza; Agha Davod, Seyyed Rasool; Aghasi, Saeed

doi:10.22075/ijnaa.2023.31498.4648

Identification of the dimensions and components of the talent management model in the department of education using the phenomenological analysis technique

Document Type : Research Paper

Authors

Abdolreza Golabi

Seyyed Rasool Agha Davod

Saeed Aghasi

Department of Public Management, Dehaghan Branch, Islamic Azad University, Dehaghan, Iran

10.22075/ijnaa.2023.31498.4648

Abstract

This study aims to “identify the dimensions and components of the talent management model in the Isfahan Department of Education. Given to exploratory nature of the patterns and existing frameworks in the current study, the methodology of the current study is qualitative and based on an inductive approach. Meanwhile, it is applied based on the objective and interpretive from the study’s philosophical viewpoint. Based on this description, to obtain talent management requirements, semi-structured interviews with experts such as managers of the education department was conducted by designing different questionnaires to assess their deep understandings, attitude, and beliefs regarding the subject of education. For this purpose, discussions with 22 university professors, experts, and managers of the education department of Isfahan province were held regarding the talent management subject, its requirements, and necessities, and the conclusion of these interviews was prepared as a list of talent management dimensions at the education department. Then, the input and output dimensions of talent management were specified. Finally, the final model of talent management at the Department of Education was designed and provided after some amendments. In the end, organization strategy, management of talents conflict, succession, meritocracy system, strategic management of human resources, rules, and regulation, managers support, organizational culture as a talent management input, and improvement of personal efficiency, personal maturity, human force agility, personal satisfaction, emotional commitment, perceived justice, comparative advantage acquirement, adjustment with global changes, increased beneficiaries’ satisfaction, improved organizational efficiency, individual and organizational excellence as talent management output were extracted. Further, some recommendations were proposed to improve the condition of talent management in the Department of Education.

Keywords

Talent management

Education

Phenomenology analysis

[1] S. Abdollahi, What are the education challenges in Iran?, Online news, https://www.khabaronline.ir/news/289105/, 2013.

[2] B. Adamsen, Demystifying Talent Management; A Critical Approach to the Realities of Talent, Palgrave Macmillan UK, 2016.

[3] E. Akins, E. Giddens, D. Glassmeyer, A. Gruss, M. Hedden, V. Friedman and M. Weand, Sustainability education and organizational change: A critical case study of barriers and change drivers at a higher education institution, Sustainability 11 (2019), no. 2, 501.

[4] E. Aksakal, M. Da˘gdeviren, E. Eraslan, and I. Yuksel, Personel selection based on talent management, Proc. Soc. Behav. Sci. 73 (2013), 68–72.

[5] A. Ataiz, A. Al-Amry, and O. Green, Assessment and geospatial distribution mapping of fluoride concentrations in the groundwater of Al-Howban Basin, Taiz-Yemen, Arab. J. Geosci. 10 (2008), 1–11. [6] J.P. Beckmann and J. Berger, Rapid ecological and behavioural changes in carnivores: The responses of black bears (Ursus americanus) to altered food, J. Zoology 261 (2003), no. 2, 207–212.

[7] P.M. Bican and A. Brem, Digital business model, digital transformation, digital entrepreneurship: Is there a sustainable “digital”?, Sustainability 12 (2020), no. 13, 5239.

[8] W.F. Cascio and J.W. Boudreau, The search for global competence: From international HR to talent management, J. World Bus. 51 (2016), no. 1, 103–114.

[9] L. Claus, HR disruption—time already to reinvent talent management, Bus. Res. Q. 22 (2020), 207–215.

[10] N. Collins-Kreiner, Pilgrimage holy sites: a classification of Jewish holy sites in Israel, J. Cultural Geog. 18 (1999), no. 2, 57–78.

[11] P.J. Davis, J.L. Leonard, and F.B. Davis, Mechanisms of nongenomic actions of thyroid hormone, Front. Neuroendocr. 29 (2008), no. 2, 211–218.

[12] R.J. Dobson, T. Colling, C. Brooks, C. Roussi, M.K. Watkins, and D. Dean, Collecting decision support system data through remote sensing of unpaved roads, Transport. Res. Record 2433 (2014), no. 1, 108–115.

[13] J. Dowell, E. Seltzer, M. Buckwalter, T. Marbury, D. Simoneau, and E. Boudry, The pharmacokinetics of dalbavancin in subjects with mild, moderate, or severe hepatic impairment, Critic. Care 12 (2008).

[14] M. Entezari, The role of education on quality management and productivity of human resources in education and organizational excellence model, Int. Conf. New Res. Manag. Econ. Account., 2014.

[15] B. Frankiewicz and T. Chamorro-Premuzic, Digital transformation is about talent, not technology, Harv. Bus. Rev. 13 (2020), no. 2, 2–6.

[16] E. Gallardo-Gallardo, L.A. Moliner, and P. Gallo, Mapping collaboration networks in talent management research, J. Organ. Effectiv.: People Perform. 4 (2017), no. 4, 332–358.

[17] H. Ghafari, M. Pourkiani, G.A. Shekhari and A. Sheikhi, Designing talent management model with integration approach, Gen. Manage. Stud. 10 (2017), no. 26, 117–142.

[18] J.M. Guerra, I.D. Danvila-del-Valle, and M. M´endez-Su´arez, The impact of digital transformation on talent

management, Technol. Forecast. Soc. Change 188 (2023), p. 122291.

[19] L. Haji, N. Valizadeh, and H. Karimi, The effects of psychological capital and empowerment on entrepreneurial spirit: The case of Naghadeh County, Iran, Int. J. Financ. Econ. 27 (2010), no. 1, 290–300.

[20] N. Harun, N. Mahmood, and S. Othman, The effect of talent management factors on teacher’s leadership at the secondary schools, Manage. Sci. Lett. 10 (2020), no. 1, 225–234.

[21] R. Hasannejad, Studying the association between talent management and organizational development with job motivation of employees (Studied case: Tehran’s social security organization), New Res. Approaches Manage. Sci. Quart. 4 (2020), no. 22.

[22] A. Hasanpour, B. Abdollahi, S. Jafarinia and M. Memari, Designing talent management model in banking industry using grounded theory, Manage. Stud. (Improvement and evolution) 28 (2019), no. 93, 93–129.

[23] M. Hazrati and G. Memarzadeh Tehrani, A model of ethical leadership consistent with Iranian public organizations,
1. Dev. Transform. Manag. 4 (2014), 63–70.
[24] S.E. Jackson and R.S. Schuler, Understanding human resource management in the context of organizations and their environments, Ann. Rev. Psycho. 46 (1995), no. 1, 237–264.

[25] D. Jarvis and P. Burney, ABC of allergies: the epidemiology of allergic disease, BMJ: Br. Med. J. 316 (1998), no. 7131, 607.

[26] M. Kaliannan, D. Darmalinggam, M. Dorasamy, and M. Abraham, Inclusive talent development as a key talent management approach: A systematic literature review, Human Resource Manag. Rev. 33 (2023), no. 1, 100926.

[27] M.R. Karami, S.M. Mirkamali, and J. Poorkarimi, Investigate and explain the moral leadership and its dimensions (case study: Tehran university staff), Mission Public Admin. 7 (2016), no. 2, 17–34.

[28] B. Laurel and S.J. Mountford, The art of Human-Computer Interface Design, Addison-Wesley Longman Publishing Co., 1990.

[29] A.S.M. Li, S. Kimani, B. Wilson, M. Noureldin, H. Gonzalez-Alvarez, A. Mamai, L. Hoffer, J.P. Guilinger, Y. Zhang, M. von Rechenberg, and J.S. Disch, Discovery of nanomolar DCAF1 small molecule ligands, J. Med. Chem. 66 (2023), no. 7, 5041–5060.

[30] A.A. Lu, A.H. Baig and R. Gururajan, An examination of talent management processes in Australian higher education, Int. J. Product. Perform. Manag. 69 (2020), no. 6, 1271–1299.

[31] J. Mackea and D. Genarib, Systematic literature review on sustainable human resource management, J. Clean. Prod. 208 (2019), no. 1, 806–815.

[32] S.K. Mersely, The effect of talent management dimensions on the quality of staff services of governmental organizations, Second Nat. Conf. Improv. Rebuild. Organ. Bus. Tehran, 2020.

[33] K.W. Morton and D.F. Mayers, Numerical Solution of Partial Differential Equations: An Introduction, Cambridge University Press, 2005.

[34] Z. Nasiri and R. Jahanian, Talent management strategies in education system, Manage. Account. Econ. Quart. 2 (2018), no. 2.

[35] O.I. Omotunde and G.O. Alegbeleye, Talent management practices and job performance of librarians in university libraries in Nigeria, J. Acad. Librarianship 47 (2021), no. 2, 102319.

[36] H. Rangrazi and M.H. Karim, Designing talent management model using grounded approach in Imam Khomeini relief foundation, Decision Engin. Quart. 3 (2019), no. 9, 67–101.

[37] M. Rashki, H. Salarzahi and A.R. Kamalian, Designing entrepreneurially talent management system using grounded approach for country’s higher education institutions with grounded approach, Entrepr. Dev. Sci. Quart. 10 (2017), no. 4, 595–614.

[38] S. Sabbar, A. Abdollahinezhad, A. Heidari and F. Mohammadi, Knowledge management in the age of unreliable messages. do university students trust online messages? (a survey from the Middle East), AD-Minister (2021), no. 39, 143–162.

[39] S. Sabbar and D. Hyun, What makes it likeable? A study on the reactions to messages in a digital social network: the case of Facebook in Farsi, SpringerPlus 5 (2016).

[40] M. Sabzali, M. Sarfi, M. Zohouri, T. Sarfi, and M. Darvishi, Fake news and freedom of expression: An Iranian perspective, J. Cyberspace Stud. 6 (2022), no. 2, 205–218.

[41] S. Sharifi, A. Monazzami, Z. Nikousefat, A. Heyrani and K. Yari, The acute and chronic effects of resistance training with blood flow restriction on hormonal responses in untrained young men: A comparison of frequency, Cellul. Molecul. Bio. 66 (2020), no. 1, 1–8.

[42] A. Shirvani, M. Jahangir Fard, H. Sanatigar, and K. Ahmadi, Investigating the relationship between ethical leadership and learning organization (a case study in pension fund of oil industry), Human Resource Manag. Oil Ind. 6 (2015), no. 23, 9–34.

[43] M.M. Tafti, M. Mahmoudsalehi, and M. Amiri, Critical success factors, challenges and obstacles in talent management, Ind. Commer. Train. 49 (2017), no. 1, 15–21.

[44] S. Vafaei Feijani, A review on talent management concept in the organization (Dimensions and fields), 9th Nat. Conf. Mod. Stud. Res. Human. Manag. Entrepreneur. Iran, Tehran, 2022.

[45] O.I. Vaganova, Z.V. Smirnova, A.V. Chanchina, O.V. Korobova, V.G. Lizunkov and G.A. Stepanova, Developing socio-cultural competencies of students at professional educational institutions, SHS Web Conf., EDP Sci. 69 (2019), pp. 00113.

[46] E.S. van Zyl, R.B. Mathafena, and J. Ras, The development of a talent management framework for the private sector, SA J. Human Resource Manag. 15 (2017), no. 1, 1–19.

[47] M. Yagoubi Nader and B. Yazdani, Talent management and succession in innovative organizations, 3rd Nat. Conf. Bus. Manage. Entrepreneur. Account., Tehran, Iran, 2022.