Volume 29, Issue 11 (1-2023)                   RJMS 2023, 29(11): 299-306 | Back to browse issues page

Research code: 184201

XML Persian Abstract Print


Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:

Goodarzi N, Ashraf Ganjavi F, Zarei A. Provide a Talent Control Model Based on Innovation in Health-Oriented Organizations. RJMS 2023; 29 (11) :299-306
URL: http://rjms.iums.ac.ir/article-1-7429-en.html
Associate Professor, Department of Sports Management, Islamic Azad University, Central Tehran Branch, Tehran, Iran , Ganjouei@yahoo.com
Abstract:   (312 Views)
Background & Aims: Today, organizations think of success in the world's economic complexes and need the best talent in a competitive environment. In recent years, in organizations in Iran, the issue of education and labor has been present in various forms such as identifying and cultivating talent, succession, and future managers. In this context, various studies and researches are more important for designing and applying the successful experience of developed organizations. One of the most important factors in the development and success of the organization is talent management. Research on talent management and talented staff worldwide is growing rapidly. Three external factors, "demographic change", "globalization" and "increasing the number of knowledge-based employees", force organizations to take a more serious approach to talent management and its practices. For an effective talent management strategy, managers need to know that strategies in this area cannot focus solely on role-players at higher levels. Managers also need to know and understand the different motivations that determine the recruitment and retention of employees in the organization of different ages, genders, and nationalities. In this sense, human resources professionals must increase and develop their competencies and competencies in providing effective and efficient solutions. Therefore, talent management intends to be created at the center of the organization's general strategies. The theoretical management framework of for-profit and non-profit organizations has shown that in the field of sports, organizations are focused on the effective use of human resources, in other words, they seek to create products or services that create higher value for customers. People rarely have accurate information about the meaning of the word talent in organizations and its application to the performance of talent management. This is frustrating because working with the concept of talent search is critical to the application and policies of talent management in the organization and professional development and planning and development considerations. Although defining the concept of talent identification is not an easy task, there are at least some ways in which talent can be defined as a specific term in an organization. Talent management is the facilitation and development of the career path of highly talented and skilled individuals in the organization using developed guidelines, resources, policies, and processes. The history of talent management as a discipline and consulting in the field of sports business is more than 15 years, but they still seem to be confused about the meaning of "talent management". Despite many efforts to clarify the meaning of talent management, there is still no clear definition of the term. Talent control and innovation seek to achieve a common goal, which is growth, development, and effectiveness, and to provide a model of health in society; therefore, the purpose of this study was to present a model of talent control on organizational innovation in health-oriented organizations (managers of Tehran Municipality Sports Organization).
Methods: The statistical sample of the present study included all managers and experts of Tehran Municipality Sports Organization in the number of 267 people who were purposefully selected. Due to the limited statistical population, no special sampling method was used and the whole sample was determined to be equal to the garment. Participants voluntarily completed the standard Phillips and Rapper Talent Management Questionnaire (2009) and the Organizational Innovation Questionnaire of Omid et al (2002) and the reliability of all variables was more than 0.70. LISREL software was used to analyze the data.
Results: The results showed that the research model had sufficient fit (RMSEA = 0.8) and the df/x2 ratio index in the allowable range and the relative and absolute fit indices (GFI), (IFI), and (NFI) were equal to 0.94, 0.93 and 0.91 were obtained, which indicated the proper fit of the model.
Conclusion: In general, in the present study, the three components of environmental innovation, individual innovation, and organizational innovation showed a more significant causal relationship than other components in relation to talent management, and the components of environmental innovation - feedback and individual - Showed less average feedback and not paying attention to environmental and personal feedback can seriously challenge the strategy of the municipal sports organization with a lack of proper understanding of the environment and competitors, and that in relation to talent management development components, maintaining positive relationships, maintaining And the functional capability of causal relationship did not show significance. By reviewing previous studies in this field, it can be said that the municipal sports organization is in the early stages of talent management and is more focused on the process of identification and recruitment, and has not been able to take an effective step by developing a strategy to develop talents and their functionality. Identifying the components and elements of talent management in different societies with different sub-sectors, resources, advantages, and markets is the most important study activity for talent decision-making. Therefore, researchers in this field try to observe the factors affecting the physical stimulation of elites and knowledge forces in different ways, and indirect and indirect ways, while identifying these factors, how to make decisions, and the type of decisions of managers in this field. Affect. The changing and changing environment of organizations in the current era is forcing managers to use more and better tools called knowledge to deal with and deal with factors of uncertainty and maintain the position and expand it. This requires that managers of organizations consider an important priority for innovation management. Organizational innovation is the new invention of knowledge or the development of new information such as a concept, theory or hypothesis; In other words, organizational innovation means something new to use. Organizational innovation requires the transformation of ideas into usable organizational forms, and this idea is used to promote organizational performance. The success of organizations depends on the effective use of talented people. Talented organizations are constantly looking for new talent; by satisfying their needs, they maintain them and create a challenging environment for them to work and be creative and innovative for their organization. It can be said that all organizations need new and innovative ideas to survive. Innovation can be considered as an organizational change to respond to or influence the external environment. However, it should be noted that knowledge, along with talent management, is the most important factor in production and a determining factor in innovation, because with the constant accumulation of administrative and technical knowledge over time and the use of information technology, knowledge quickly it is available worldwide and talented employees will be able to make the most of knowledge. This mechanism can be extended to facilitate learning in the organization. Therefore, researchers in this field try to observe the factors affecting the physical stimulation of elites and knowledge forces in different ways, and indirect and indirect ways, while identifying these factors, how to make decisions, and the type of decisions of managers in this field. Affect. Organizations create new facts and concepts by developing and restructuring past and present knowledge in a variety of ways.
 
Full-Text [PDF 714 kb]   (156 Downloads)    
Type of Study: Research | Subject: Clinical Psychiatry

Add your comments about this article : Your username or Email:
CAPTCHA

Send email to the article author


Rights and permissions
Creative Commons License This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

© 2024 CC BY-NC 4.0 | Razi Journal of Medical Sciences

Designed & Developed by : Yektaweb