Razi Journal of Medical Sciences
مجله علوم پزشکی رازی
RJMS
Medical Sciences
http://rjms.iums.ac.ir
39
journal39
2228-7043
2228-7051
en
jalali
1401
10
1
gregorian
2023
1
1
29
11
online
1
fulltext
fa
ارائه الگوی کنترل استعداد بر مبنای نوآوری در سازمانهای سلامت محور
Provide a Talent Control Model Based on Innovation in Health-Oriented Organizations
روانشناسی بالینی
Clinical Psychiatry
پژوهشي
Research
<span style="font-size:11pt"><span style="text-justify:kashida"><span style="text-kashida:0%"><span style="tab-stops:10.5pt"><span style="direction:rtl"><span style="unicode-bidi:embed"><span style="line-height:115%"><span style="font-family:Calibri,sans-serif"><b><span lang="FA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:#0070c0">زمینه و هدف: </span></span></span></span></b><span lang="FA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">کنترل استعداد و نوآوری بدنبال دستیابی به یک هدف مشترک هستند و آن رشد، توسعه و اثربخشی و ارائه الگوی سلامت در جامعه هستند؛ لذا هدف تحقیق حاضر ارائه الگوی کنترل استعداد بر نوآوری سازمانی در سازمانهای سلامت محور (مدیران سازمان ورزش شهرداری شهر تهران) بود. </span></span></span></span></span></span></span></span></span></span></span></span><br>
<span style="font-size:11pt"><span style="text-justify:kashida"><span style="text-kashida:0%"><span style="tab-stops:10.5pt"><span style="direction:rtl"><span style="unicode-bidi:embed"><span style="line-height:115%"><span style="font-family:Calibri,sans-serif"><b><span lang="FA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:#0070c0">روش کار:</span></span></span></span></b><span lang="FA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black"> نمونه­ی آماری پژوهش حاضر شامل کلیه مدیران و </span></span></span></span><span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">خبرگان سازمان ورزش شهرداری شهر تهران به تعداد 267 نفر بود که به شیوه هدفمند انتخاب شدند. با توجه به محدود بودن جامعه آماری از روش نمونه­گیری خاصی استفاده نشد و به صورت تمام شمار و هدفمند نمونه برابر جامه تعیین گردید. شرکت کنندگان</span></span></span></span> <span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">پرسشنامه</span></span></span></span> <span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">استاندارد</span></span></span></span> <span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">مدیریت</span></span></span></span> <span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">استعداد</span></span></span></span> <span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">فیلیپس</span></span></span></span> <span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">و</span></span></span></span> <span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">راپر</span></span></span></span> <span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">( 2009) و نوآوری</span></span></span></span> <span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">سازمانی</span></span></span></span> <span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">امید</span></span></span></span> <span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">و</span></span></span></span> <span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">همکاران</span></span></span></span> <span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">(2002)</span></span></span></span> <span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">را به</span></span></span></span> <span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">صورت</span></span></span></span> <span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">داوطلبانه</span></span></span></span> <span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">تکمیل</span></span></span></span> <span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">نمودند و پایایی کلیه متغیرها بیش 70/0 بدست آمد. برای تجزیه و تحلیل داده­ها از نرم افزار لیزرل استفاده شد.</span></span></span></span></span></span></span></span></span></span></span></span><br>
<span style="font-size:11pt"><span style="text-justify:kashida"><span style="text-kashida:0%"><span style="tab-stops:10.5pt"><span style="direction:rtl"><span style="unicode-bidi:embed"><span style="line-height:115%"><span style="font-family:Calibri,sans-serif"><b><span lang="FA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:#0070c0">یافتهها:</span></span></span></span></b><span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black"> نتایج نشان داد که مدل تحقیق از برازش کافی برخوردار بود (8/0 =</span></span></span></span><span dir="LTR" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"Times New Roman",serif"><span style="color:black">RMSEA</span></span></span></span><span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">) </span></span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">و شاخص نسبت </span></span></span></span><span dir="LTR" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"Times New Roman",serif"><span style="color:black">df</span></span></span></span><span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black"> /<sup>2</sup>x </span></span></span></span><span lang="FA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">در محدوده مجاز و </span></span></span></span><span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">شاخصهای برازش نسبی و مطلق (</span></span></span></span><span dir="LTR" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"Times New Roman",serif"><span style="color:black">GFI</span></span></span></span><span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">)، (</span></span></span></span><span dir="LTR" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"Times New Roman",serif"><span style="color:black">IFI</span></span></span></span><span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">) و (</span></span></span></span><span dir="LTR" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"Times New Roman",serif"><span style="color:black">NFI</span></span></span></span><span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">) به ترتیب برابر با 94/0، 93/0 و 91/0 به دست آمد که نشان دهنده برازش مناسب</span></span></span></span> <span lang="FA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black">مدل</span></span></span></span><span lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black"> بود. </span></span></span></span></span></span></span></span></span></span></span></span><br>
<b><span dir="RTL" lang="FA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:#0070c0">نتیجهگیری:</span></span></span></span></b><span dir="RTL" lang="AR-SA" style="font-size:10.0pt"><span style="line-height:115%"><span style="font-family:"B Mitra""><span style="color:black"> به طور کلی در مطالعه حاضر سه مولفه نوآوری محیطی، نوآوری فردی و نوآوری سازمانی را بیش از سایر مولفه­ها در رابطه با مدیریت استعداد نشان از ارتباط علی معنی­دار داشتند و در این زمینه می­توان گفت سازمان ورزش شهرداری در مراحل ابتدایی مدیریت استعداد بوده و بیشتر بر فرایند شناسایی و جذب متمرکز گردیده است.</span></span></span></span>
<span style="font-size:11pt"><span style="text-justify:kashida"><span style="text-kashida:0%"><span style="tab-stops:10.5pt"><span style="line-height:115%"><span style="font-family:Calibri,sans-serif"><b><span style="font-size:9.0pt"><span style="line-height:115%"><span style="font-family:"Times New Roman",serif"><span style="color:#0070c0">Background & Aims:</span></span></span></span></b> <span style="font-size:9.0pt"><span style="line-height:115%"><span style="font-family:"Times New Roman",serif"><span style="color:black">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).</span></span></span></span></span></span></span></span></span></span><br>
<span style="font-size:11pt"><span style="text-justify:kashida"><span style="text-kashida:0%"><span style="tab-stops:10.5pt"><span style="line-height:115%"><span style="font-family:Calibri,sans-serif"><b><span style="font-size:9.0pt"><span style="line-height:115%"><span style="font-family:"Times New Roman",serif"><span style="color:#0070c0">Methods:</span></span></span></span></b> <span style="font-size:9.0pt"><span style="line-height:115%"><span style="font-family:"Times New Roman",serif"><span style="color:black">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.</span></span></span></span></span></span></span></span></span></span><br>
<span style="font-size:11pt"><span style="text-justify:kashida"><span style="text-kashida:0%"><span style="tab-stops:10.5pt"><span style="line-height:115%"><span style="font-family:Calibri,sans-serif"><b><span style="font-size:9.0pt"><span style="line-height:115%"><span style="font-family:"Times New Roman",serif"><span style="color:#0070c0">Results:</span></span></span></span></b> <span style="font-size:9.0pt"><span style="line-height:115%"><span style="font-family:"Times New Roman",serif"><span style="color:black">The results showed that the research model had sufficient fit (RMSEA = 0.8) and the df/x<sup>2</sup> 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.</span></span></span></span></span></span></span></span></span></span><br>
<span style="font-size:11pt"><span style="text-justify:kashida"><span style="text-kashida:0%"><span style="tab-stops:10.5pt"><span style="line-height:115%"><span style="font-family:Calibri,sans-serif"><b><span style="font-size:9.0pt"><span style="line-height:115%"><span style="font-family:"Times New Roman",serif"><span style="color:#0070c0">Conclusion:</span></span></span></span></b> <span style="font-size:9.0pt"><span style="line-height:115%"><span style="font-family:"Times New Roman",serif"><span style="color:black">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.</span></span></span></span></span></span></span></span></span></span><br>
مدیریت استعداد, نوآوری سازمانی, سازمان ورزش شهرداری شهر تهران
Talent Management, Organizational Innovation, Tehran Municipality Sports Organization
299
306
http://rjms.iums.ac.ir/browse.php?a_code=A-10-6654-1&slc_lang=fa&sid=1
Nader
Goodarzi
نادر
گودرزی
3900319475328460072180
3900319475328460072180
No
PhD student in Sports Management, Islamic Azad University, Central Tehran Branch, Tehran, Iran
دانشجوی دکتری مدیریت ورزشی، واحد تهران مرکزی، دانشگاه آزاد اسلامی، تهران، ایران
Farideh
Ashraf Ganjavi
فریده
اشرف گنجویی
Ganjouei@yahoo.com
3900319475328460072181
3900319475328460072181
Yes
Associate Professor, Department of Sports Management, Islamic Azad University, Central Tehran Branch, Tehran, Iran
دانشیار، گروه مدیریت ورزشی، واحد تهران مرکزی، دانشگاه آزاد اسلامی، تهران، ایران
Ali
Zarei
علی
زارعی
3900319475328460072182
3900319475328460072182
No
Associate Professor, Department of Sports Management, Islamic Azad University, Central Tehran Branch, Tehran, Iran
دانشیار، گروه مدیریت ورزشی، واحد تهران مرکزی، دانشگاه آزاد اسلامی، تهران، ایران