List of Articles توسعه استعداد

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  1 - Identifying Talent Development Mechanisms in Iranian Electric Industry
   
  The current study aimed to identify talent development mechanisms in Iranian electric industry applying a mixed method approach. In qualitative phase, statistical population included academic informants and electric industry’s human resource managers and talents from wh More

  The current study aimed to identify talent development mechanisms in Iranian electric industry applying a mixed method approach. In qualitative phase, statistical population included academic informants and electric industry’s human resource managers and talents from whom 19 people were purposefully selected and profoundly interviewed. The collected qualitative data were analyzed using thematic analysis technique and its validity was confirmed applying member checking, data source triangulation and peer debriefing techniques. In quantitative phase, statistical population consisted of 279 talents from which 134 people were selected randomly as a sample using levy and lemeshaw (1981) formula. Data was collected applying researched- administered questionnaire which contain 56 questions. Structural equation modeling with partial least squares (PLS) approach was used to analyses the collected data. So, in order to do second order confirmatory factor analysis, Smart-PLS3 was utilized. Finally, findings obtained from thematic analysis showed that the main talent development mechanisms in Iranian electric industry were categorized into Internal/external organizational sessions, vertical career path, horizontal career path, self- development, coaching, succession planning, training, performance management, job design techniques, team working, learning by doing, knowledge sharing, and networking. Results of one sample t- test indicated that all identified mechanisms were evaluated adequately by electric industry’s talents. Furthermore, confirmatory factor analysis’ results showed that all observable and latent variables’ factor loading were above 0.70 and were confirmed at 0.01 levels. In other words, the 13 mechanisms identified in qualitative phase can be considered as the fundamental factors of talent development and it can be predicted applying them Manuscript profile
• Open Access Article
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  2 - Identifying Talent Development Mechanisms in Iranian Electric Industry
    Khodayar Abili  
  The current study aimed to identify talent development mechanisms in Iranian electric industry applying a mixed method approach. In qualitative phase, statistical population included academic informants and electric industry’s human resource managers and talents from wh More

  The current study aimed to identify talent development mechanisms in Iranian electric industry applying a mixed method approach. In qualitative phase, statistical population included academic informants and electric industry’s human resource managers and talents from whom 19 people were purposefully selected and profoundly interviewed. The collected qualitative data were analyzed using thematic analysis technique and its validity was confirmed applying member checking, data source triangulation and peer debriefing techniques. In quantitative phase, statistical population consisted of 279 talents from which 134 people were selected randomly as a sample using levy and lemeshaw (1981) formula. Data was collected applying researched- administered questionnaire which contain 56 questions. Structural equation modeling with partial least squares (PLS) approach was used to analyses the collected data. So, in order to do second order confirmatory factor analysis, Smart-PLS3 was utilized. Finally, findings obtained from thematic analysis showed that the main talent development mechanisms in Iranian electric industry were categorized into Internal/external organizational sessions, vertical career path, horizontal career path, self- development, coaching, succession planning, training, performance management, job design techniques, team working, learning by doing, knowledge sharing, and networking. Results of one sample t- test indicated that all identified mechanisms were evaluated adequately by electric industry’s talents. Furthermore, confirmatory factor analysis’ results showed that all observable and latent variables’ factor loading were above 0.70 and were confirmed at 0.01 levels. In other words, the 13 mechanisms identified in qualitative phase can be considered as the fundamental factors of talent development and it can be predicted applying them Manuscript profile
• Open Access Article
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  3 - Identifying Talent Development Mechanisms in Iranian Electric Industry
    Khodayar Abili   Aryan gholipour
  The current study aimed to identify talent development mechanisms in Iranian electric industry applying a mixed method approach. In qualitative phase, statistical population included academic informants and electric industry’s human resource managers and talents from wh More

  The current study aimed to identify talent development mechanisms in Iranian electric industry applying a mixed method approach. In qualitative phase, statistical population included academic informants and electric industry’s human resource managers and talents from whom 19 people were purposefully selected and profoundly interviewed. The collected qualitative data were analyzed using thematic analysis technique and its validity was confirmed applying member checking, data source triangulation and peer debriefing techniques. In quantitative phase, statistical population consisted of 279 talents from which 134 people were selected randomly as a sample using levy and lemeshaw (1981) formula. Data was collected applying researched- administered questionnaire which contain 56 questions. Structural equation modeling with partial least squares (PLS) approach was used to analyses the collected data. So, in order to do second order confirmatory factor analysis, Smart-PLS3 was utilized. Finally, findings obtained from thematic analysis showed that the main talent development mechanisms in Iranian electric industry were categorized into Internal/external organizational sessions, vertical career path, horizontal career path, self- development, coaching, succession planning, training, performance management, job design techniques, team working, learning by doing, knowledge sharing, and networking. Results of one sample t- test indicated that all identified mechanisms were evaluated adequately by electric industry’s talents. Furthermore, confirmatory factor analysis’ results showed that all observable and latent variables’ factor loading were above 0.70 and were confirmed at 0.01 levels. In other words, the 13 mechanisms identified in qualitative phase can be considered as the fundamental factors of talent development and it can be predicted applying them Manuscript profile
• Open Access Article
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  4 - Identifying the Factors Affecting the Development of Organizations talents: A Qualitative Study
  Darush Mehri Mahmood  abolghasemi Hassan  mahjoub Ali farhadi
  Today, Talents is recognized as an important factor in gaining sustainable competitive advantages and maximizing organizational performance. Regarding the scientific and technological goals in development documents, Iran has emphasized on the education and development o More

  Today, Talents is recognized as an important factor in gaining sustainable competitive advantages and maximizing organizational performance. Regarding the scientific and technological goals in development documents, Iran has emphasized on the education and development of job talents in order to meet the needs of the society and achieve the level of knowledge and skills of the workforce in accordance with international standards. Thus, the present study aimed to identify the factors affecting the development of the talent of aerospace engineering personnel of an organizational university in the workplace with a qualitative approach. The research sample Consisted of 15 experts and were selected by snowball sampling method. Semi-structured interviews were used to collect data which were later analyzed using the Thematic Analysis Strategy and MAXQDA software version 11. The validity and reliability of the data obtained from the interviews were re-coded and received feedback from the participants. Based on research findings, the factors influencing the development of Organizations talents were identified and categorized in three main component, including organizational, management and individual and 16 sub-components. The results of this research can be utilized as an effective model for the development of talent in organizations Manuscript profile