A Model of Talent Search for Faculty Members in Comprehensive Universities with Regional Performance Level based on Human Resources Development Strategies (A Case Study: Lorestan University)
Subject Areas :unes romiani 1 , Khodayar abili 2 , javad porkarimi 3 , saeid frahbakhsh 4
1 - PhD candidate, Department of Educational Management, University of Tehran, Tehran, Iran
2 - Professor, Higher Education Management, University of Tehran, Tehran, Iran
3 - Assistant Professor, Educational Management, University of Tehran, Tehran, Iran
4 - Associate Professor, Educational Management, University of Tehran, Tehran, Iran
Keywords: human resources development, talent search, talent management, comprehensive universities with regional performance level, University of Lorestan.,
Abstract :
Talent management is one of approaches that could assure the universities that competent and talented individuals could receive appropriate job positions and focuses on the significance of managing people and situations at different organizational levels. The current research was conducted with the aim of designing a model of talent search for academic staff members in comprehensive universities with regional performance level based on the principles of human resources development. The research method of this study was applied in terms of purpose and exploratory in terms of data collection. In the qualitative phase, the statistical population consisted of academic and executive experts, 19 of whom were purposefully selected and interviewed in a semi-structured manner. In the quantitative part, the statistical population included all the academic staff members of Lorestan University, (n=307) and 110 individuals were selected as a sample using stratified random sampling. The tool of data collection in the qualitative part was semi-structured interviews and in the quantitative part two researcher-made questionnaires used for the purpose of accreditation and validation of the exploratory model. The results showed that the educational component (scientific mastery, effective teaching, learning), the research component (application of knowledge, research ability, scientific writing and publication, analysis), and the consulting component (consulting business environments, consulting students and advice to the community) constitute the main dimensions of the model, in addition, the results of the t-test in the validation section of the model indicated that all components have sufficient validity to be included in the final model. Furthermore, the findings of the research revealed that all observable and immediate variables had a factor load higher than 0.70 on their current variable; therefore, it was significant at the 0.01 level.
1. Nosh Abadi, M. F., Khadem, S. M., & Sadeghnia, A. Talent management and maintaining talented human resource: a case study in Kashan University of Medical Sciences. European Online Journal of Natural and Social Sciences: Proceedings, 2015, 2(3), 3446-3457.
2. Schuler, R. S. The 5-C framework for managing talent. Organizational Dynamics, 2015 44(1), 47-56.
3. Collings, D. G., & Mellahi, K. Strategic talent management: A review and research agenda. Human Resource Management Review, 2009, 19(4), 304-313.
4. Berger, L. A., & Berger, D. R. The talent management handbook: Creating a sustainable competitive advantage by selecting, developing, and promoting the best people: McGraw Hill Professional, 2010.
5. Lewis, R. E., & Heckman, R. J. Talent management: A critical review. Human Resource Management Review, 2006, 16 (2), 139-154.
6. Phillips, D. R., & Roper, K. O. A framework for talent management in real estate. Journal of Corporate Real Estate, 2009, 11(1), 7-16.
7. Ulrich, D., & Smallwood, N. What is talent? Leader to leader, 2012 (63), 55-61.
8. Cobb, A. Driving Competitive Advantage for Your University with Talent Management, 2010.
9. Meyers, M. C., & Van Woerkom, M. The influence of underlying philosophies on talent management: Theory, implications for practice, and research agenda. Journal of World Business, 2014, 49 (2), 192-203.
10. Bluen, S. Talent management in emerging markets: Knowledge Resources Publishing, 2013.
11. Schweyer, A. Talent management systems: Best practices in technology solutions for recruitment, retention and workforce planning. 2014, John Wiley & Sons.
12. Davies, B., & Davies, B. J. Talent management in academies. International Journal of Educational Management, 2010, 24 (5), 418-426.
13. Phillips, D. R., & Roper, K. O. A framework for talent management in real estate. Journal of Corporate Real Estate, 2009, 11 (1), 7-16.
14. Jahangiri, A; Abaspor Tahrani, H. The Effect of Talent Management on Job Performance: Intermediate Job Effort and Job Satisfaction, Journal of Development Management Process, 2017, 30 (1), 29-50.
15. Fuchs, J. An exploratory survey of competency frameworked managerial talent for service delivery in local government. A dissertation submitted in fulfilment for the requirements of the Masters in Management Sciences, South Africa: Durban University of Technology, 2018.
16. Lavania, D., Sharma, H., & Gupta, N. Faculty recruitment and retention: A key for managing talent in higher education, International Journal of Enterprise Computing and Business Systems. 2011, 1 (2), 1-14.
17. Rudhumbu, N., & Maphosa, C. Implementation of talent management strategies in higher education: evidence from Botswana. Journal of Human Ecology, 2015, 1 (1), 1-14.
18. Bradley, A. P. Talent management for universities. Australian Universities' Review, 2016, 58(1), 13-19.
19. Martin, L., Dabic, M., & Lord, G. (2023). Talent management in English universities during the coronavirus pandemic. Thunderbird International Business Review, 65(1), 65-75.
20. Saurombe, M. D., & Barkhuizen, E. N. (2022). Talent management practices and work-related outcomes for South African academic staff. Journal of Psychology in Africa, 32(1), 1-6.
21. Jothi, A. D. A., & Savarimuthu, A. (2022). Talent Management in Academics: A Conceptual Analysis. Journal of Positive School Psychology, 6 (4), 9796-9802.
22. Acikgoz, Y. (2019). Employee recruitment and job search: Towards a multi-level integration. Human Resource Management Review, 29(1), 1-13.
23. Ingraham, K. C., Davidson, S. J., & Yonge, O. (2018). Student-faculty relationships and its impact on academic outcomes. Nurse Education Today, 71, 17-21.
24. Ragan, L. C., Bigatel, P. M., Kennan, S. S., & Dillon, J. M. (2012). From research to practice: Towards the development of an integrated and comprehensive faculty development program. Journal of Asynchronous Learning Networks, 16(5), 71-86.
25. Shahhosseini, V., & Sebt, M. (2011). Competency-based selection and assignment of human resources to construction projects. Scientia Iranica, 18(2), 163-180.
26. Silzer, R., & Church, A. H. (2009). The pearls and perils of identifying potential. Industrial and Organizational Psychology, 2(4), 377-412.
27. Harada, K., & Bowman, J. S. (2004). Testing a Model of Employee Selection: A Contextual Approach. Online Submission.
28. Ahmadi, H & Sabbaghpour, Z. (2022). Identification and Analysis of Talent Management Strategies and Contexts in Iranian Higher Education (Persian). Journal of Strategic Studies of Public Policy, 12 (42), 118-137.
29. Soleymani, M; Abbaspour, A; Rahimian, R, & Taheri, M. (2020).Presentation of Managing Talent Model in Iran's Higher Education System: A Model Based on Grounded Theory. Jundishapur Education Development Journal, 11 (4), 1-17.
30. Goleman, D. The focused leader. Harvard business review, 2013, 91(12), 50-60.
31. Winter, R. Academic manager or managed academic? Academic identity schisms in higher education. Journal of higher education policy and management, 2009, 31(2), 121-131.
32. Yielder, J., & Codling, A. Management and leadership in the contemporary university. Journal of higher education policy and management, 2004, 26 (3), 315-328.
33. Creswell JW. Research Design: Qualitative, Quantitative, and Mixed Methods Approaches. 2th ed. Thousand Oaks, CA: Sage Publications: 2003.