Talent Management, Responsible Staff

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1 Talent Management, Responsible Staff Mohsen Rasoulian, Department of Business Management, PhD in Business Management and Faculty Member, Islamic Azad University, Naragh Branch, Iran Hoda Saadat Noori, Department of Business Management, Master of Business Management, Islamic Azad University, Naragh Branch, Iran Corresponding Author Mojgan Allah Yari, Department of Business Management, Master of Business Management, Islamic Azad University, Naragh Branch, Iran Adele Sadat Fatemi Department of Business Management, Master of Business Management, Islamic Azad University, Naragh Branch, Iran Abstract Talent management is a comprehensive and long-term approach, which is to promote and improve human resources to ensure the organization's goals and long-term survival. Considering the importance of human resources in any organization, the main question in this study was aimed to show how talent management of staff in the Sazeh Consulting Engineering company, what have effect on improving and optimizing their performance. This study in terms of objective is in the area of applied research and the fact that, in this study we used of the library methods and field methods based on the nature and method is a descriptive-survey research. In order to collect the necessary data to analyze hypothesis, we used two questionnaires. Also, from population of the study were selected and targeted research sample of 360 people randomly. To analyze the technical research data, also use of inferential statistics and research hypotheses test such as t test and correlation tests. Data analysis was conducted using SPSS and LISREL software. The results from the questionnaires showed that talent management in the study organization is not effective on the components of motivation, orientation to training and retention of human resources. Talent management has little effect on the component of human resources satisfaction. Also talent management in the study organization is effective on the components of human resources creative and responsibilities of human resources. Therefore, it is recommended that a review be conducted at various stages of talent management, because in the end, everyone will benefit from this. Key words: talent management, improvement of human resources, the Sazeh Consulting Engineering Company Introduction Today, the organization is well recognized that to succeed in a complex global economy and to survive in the competitive environment of business is required to have the best talent. Also organization found that the intellectual capital are vital resources in order to achieve the best results, are in need of management. In the past, talent management as a liability side was assigned to the personnel department, while today, talent management as an organizational responsibility, that its responsibility is the responsibility of all departments is taken into consideration much more serious. Studies show that the majority of CEOs clearly argue that talent management is important enough that alone could be considered the heart of human resources. (Hartmann et al : 169) Talent management is regarded as one of the most important strategic to facing managers in the twenty-first century. Talent management is under consideration with issues such as succession planning, human resource development and organizational learning and more recently, centered of discussion focused on the relationship between talent management and superior performance. It is expected if the talents management considered important in the organization, as well as improve the performance of human resources. To study this relationship would review the relationship between the tendency of the organization to talent management with components and dimensions of recovery and the improvement of human resources organization. Thus, after determining and measuring the orientation the organization the talent management, we must be recognized the dimensions and components of improvement of human resources. Based on Lindgreen and Velda model (2011) the dimensions of improving the performance of human resources, which include increased of motivation, creativity, satisfaction, team work and responsibility of employees. According to Thomas (2005) the improvement of human resources is depends on the growth of motivation, creativity and increase employee satisfaction, which shows itself in factors such as the lack of turnover, one of the goals of the individual and the organization, which nature of it 1 Hartmann E., Feisel E., Schober H

2 Talent Management, Responsible Staff www. jsstm-ump. org would be expected to increase efficiency and effectiveness of the organization. Other studies in this field have identified five elements as components of the improvement of human resources, which are the motivation, satisfaction, creativity, orientation to training and retention of human resources. (Habibi and Zabet, 2011: 120) In recent years, talent management has been recognized as a key activity management and a critical factor in the success of the organization, which allows the organization to the identification, development and displacement of talents that achieve to competitive advantage. Most talent management is regarded as one of the core skills in human resource management. (Iles et al : 179) Today, talent management in the world is recognized as the guarantee for success of multinational corporations in an atmosphere of intense global competition. (Salivon et al., 2010: 106). In previous studies to the organizations that are working the performance management programs referred to as organizations with superior performance. In fact, it is said of an effective performance management as a key lever of change and to increase individual and team achievements. Effective performance management besides talent management, there are activities such as: education, satisfaction, motivation and creativity. (Tajalddin, 2009: 44). Research hypotheses The main hypothesis Trends to talent management in the Sazeh consulting Engineering Company have effect on the human resources performance. Secondary hypotheses The tendency impact on the human resources job satisfaction. The tendency impact on the human resources motivation. The tendency impact on the human resources creativity and innovation. The tendency impact on the human resources responsibilities. The tendency impact on the tendency of human resources training. The tendency impact on the tendency to labor turnover. Conceptual model of research Motivation Satisfaction Talent management Performance Improvement Creativity and Innovation Tendency to training Responsibility Labor turnover Conceptual definitions Talent management: talent management is defined as a system for identifying, hiring, training, promotion and retention of talented individuals with the aim of optimizing the ability of organizations to achieve business results. According to the definition of talent management and considering the life cycle of employees, as a model for integration, the most important process of human resource development, we can find that issues related to talent management in all processes of the cycle is to establish and spread. (Maaly, 2011) 2 Iles P., Chuai X., Preece D

3 Management performance: measurement and performance management in their jobs is done according to the specific standards and demonstrates his ability to work. (Alvani, 2008) Performance management is a general term for those activities of the organization, which deals with the management and staff work responsibilities and behavior. Performance management is a way to facilitate communication and understanding between employees and supervisors and leads to the creation of more favorable business environment and greater commitment towards service quality. (Abili and Movafaghi, 2003).Job satisfaction: job satisfaction is the positive or negative feeling of a person about the job and the purpose of job satisfaction is a positive feeling in the workplace. (Cutler, 1994).Motivation: a force that lead people to satisfy their needs, fulfill needs and creating trends that are defining a new behavior. (Rezaeian, 2009).Creativity and innovation: creativity means have a new idea, and innovation means new ideas, of power to take action. (Rezaeian, 2009) Accountability: Accountability, meaning that anyone, at any stage that is responsible and accountable towards all things and its own work. (Morgan, 2010). Sazeh Consulting Engineering Company History Taking advantage of valuable experience the years work and efforts in Jihad Sazandegi or sacred defense period and conviction to attend and participate in the development of the country in 1968, we have decided to form a Sazeh Consulting Engineering Company, while taking advantage of the latest achievements of science and engineering with an emphasis on professionalism and integrity in work that offer their services for the growth and prosperity of the country to the best possible way. In this way, we always keep in mind the achievement of independence and strengthen the idea of self-esteem and offer superior service. This complex to be a hundred percent private company has been trying to establish new systems of management utilizes new technologies that planned its development strategies and bring take great strides in expanding engineering activities.management principles of Sazeh Consulting Engineering Company Firm conviction to the development of the areas of activity and the role of the company in the development and prosperity of the country and the presence in the international arena. An emphasis on management and strategic thinking in company leading and in order to fulfill the mission, vision and goals. Emphasize and support the approach and systems thinking in the management of company business processes and projects. Emphasize and support the participatory management approach and decision-making based on the collective wisdom and intellectual cooperation partners. Taking advantage of modern management systems in order to promote and participate in the management and organizational in the dimensions of project Supporting the development of human capital company, as an engine of growth and development organization to develop and achieve its final goals. Attention and emphasis on national interests in decision-making, policy and strategic guidance of the company. Emphasis on creating value for customers and provide high quality and appropriate dignity of a prominent adviser and role model in the country. Supporting innovation, creativity, staff scientific development and the development of new technologies in order to management and doing projects and deliver superior solutions to employers. Literature Lewis and Heckman (2006): To writing an essay with entitled "The talent management: a fundamental review." According to the researcher the talent management is a mere theoretical issue in human resource management, which is already widespread in all business areas. Therefore, in principle the foundations and concepts should be a fundamental review. With the comparative analysis of previous studies, finally, they provided a model for the future of talent management.collings and Mellahi (2009) have carried out the study with entitled "Strategic talent management: review and proposals". The aim of this study is that provided a comprehensive definition of strategic talent management. In addition, researchers have tried to provide a model for the use of talent management in organizations.scullion, Collings and Caligiuri (2010) carried out a study with entitled "global talent management." The researchers believe that global environmental changes has caused more complexity and dynamics of the business environment and it is necessary that organizations recognize their abilities to focus and invest on it, which there are calls for a system for managing talent in the organization.marjan Maaly and Mojtaba Amiri (2011) focused on the study of "talent management in Saipa 381

4 Talent Management, Responsible Staff www. jsstm-ump. org group." This study aimed at identifying the talent management process deals with to the evaluation and classification, the barriers for its implementation in Saipa group. To identify talent management processes the use of documents and organizational information and tools to investigate and classify obstacles and challenges is interviews that interviewees are selected to target sampling of the judgment type. The results show that talent management in Saipa group, which has three main components: talent, talent development and talent retention systems. Also identified barriers and challenges that implementation of effective talent management in Saipa group and is divided into four dimensions such as structural obstacles and challenges, environmental obstacles and challenges, behavioral obstacles and challenges and administrative barriers and challenges.mohammad Tajalddin (2008) dealt with this issue in an article with entitled "talent management in processes of human resource development". According to Tajalddin, talent management is defined as a system for identifying, hiring, training, promotion and retention of talented individuals with the aim of improving the ability of organizations to achieve business results. According to the definition of talent management and taking into account the life cycle of employees as a model for integration the most important process of human resource development, we can see that issues related to talent management can be establishment and spread in all processes of the cycle.moslem Ali Mohammadlou (2004) had done a study with entitled "Knowledge Management and talents." The researcher believes that, today, all working groups and other scientific admit for the organization to have a sustained presence in the competitive business world, they need to work around knowledge. Despite that knowledge is essential as a source for the survival of the organization and if successful organizations in the world trade was to achieve a deeper knowledge and understanding at all levels, but still, many organizations still seriously not focused on knowledge management. The validity and reliability of the questionnaire The validity of the questionnaire is used the method of face and content validity, which confirmed the questionnaire from the experts and professors of management and behavioral sciences, such as supervisors and advisers. Cronbach's alpha coefficient calculated in this study was a pilot study with 25 distributed questionnaires was The Cronbach's alpha coefficient calculated over 0.7, so reliability of the questionnaire is assessment favorable. Table.1 Output SPSS software to calculate reliability of the questionnaire N of Cronbach's Alpha Items Descriptive statistics 1. Gender Table.2 Distribution of respondents based on gender Cumulative frequency percent Percent Frequency Gender Male Female Total 083

5 2. Work Experience Table.3 Distributions of respondents based on work experience Cumulative frequency percent Percent Frequency Table Less than 30 years Work Experience years years More than 50 years Total 3. Educational degree Table.4 Distributions of respondents based on education Cumulative frequency percent Percent Frequency Table Diploma and under diploma Associate Degree Bachelor Master degree Total Education 4. Employment Type Table.5 Distributions of respondents based on employment type Cumulative Percent Frequency Table 5.4 frequency percent Formal 100 Test the research hypothesis Structural equation modeling Contractual Total Employment Type 383

6 Talent Management, Responsible Staff www. jsstm-ump. org Figure 1. structural equation talent management models with improvement of human resources Figure 2. statistic t-value of talent management relationships with improvement of human resources The results of structural equation modeling of talent management relationship with each dimensions of improvement of human resources For the hidden variable of motivation of human resources were identification four items (variable visible). For the hidden variable of talent management were identification four dimensions and twenty-seven items. The relationship power between factors (hidden variable) and visible variable is shown by the load factor. Load factor is a value between zero and one. If load factor is less than 0.3, a relationship considered weak and is regardless of it. Load factor is acceptable between 0.3 to 0.6 and if it is greater than 0.6, is very desirable. (Klein, 1994) Motivation variable correlation of each of the items suggests that properly selected the items are identified to assess the human stimulus. T statistic of each of motivation variable items is also indicated the meaningful relationships recognized. 083

7 Table 6. structural equation modeling of talent management with motivation of human resources RMSEA T-value Correlation Variable Human resources Hypothesis 1: The tendency motivation Question 1 impact on the human Question 2 resources motivation Question Question Human resources Hypothesis 2: The tendency satisfaction Question 1 impact on human resources Question 2 satisfaction Question Question Human resources Hypothesis 3: The tendency innovation Question 1 impact on human resources Question 2 innovation Question Question Tendency of human Hypothesis 4: The tendency resources training Question 1 impact on tendency of Question 2 human resources training Question Question Human resources Hypothesis 5: The tendency responsibilities Question 1 impact on human resources Question 2 responsibilities Question Question Human resources Hypothesis 6: The tendency retention Question 1 impact on the tendency to Question 2 labor turnover Question 3 Research results The results of the general characteristics of respondents Number of 222 people of the total respondents were male, which comprised 61.7 percent of respondents and 38.1 percent of respondents are female, ie 137 people. Also one people did not enter information about your gender. Among number of respondents, 75 people are in the age range of less than 30 years. People in the age range of 30 to 40 years with 174 people are the most frequent, which comprised about fifty percent of the sample. People of 40 to 50 years old are also 76 people, almost is equal to people less than thirty years of age, comprised 21 percent of the sample. People in the age range over 50 years with 35 people and 10 percent have the lowest frequency in their sample size. The most frequent is related to individuals with bachelor educational degree, which is consisted of 126 people and the people that are with master's or above educational degree devotes to its lowest rate with 45 of them. Also 115 people respondents have diploma degree or less. The numbers of our cases who are hired on a contract basis are 120 people that exactly are half of people, who are in formal employment. 385

8 Talent Management, Responsible Staff www. jsstm-ump. org The results of the study hypothesis tests - Talent management in the studies organization has not impact on the human resources motivation component. The amount of t-value related to this component, also shows that is not significant correlation between talent management with human resources motivation. To overcome this gap, it is recommended that in this organization identified talented staff and expresses them. Talent attraction system, evaluation system and the discovery of talent, talent training and development system and talent retention system should be planned so that the individual's sense of belonging towards their work and be sensitive to it. Talent management should help from the perspective of the employee that his job has a special place in the organization and in this case would be very sensitive person to carry out their duties properly. - Talent management in the study organization has impact on the component of human resources satisfaction. Also value of t statistics related to this component also shows that is significant correlation between talent management with human resources satisfaction. This results show the talent management in the organization has led to a feeling of satisfaction from a job. People job creates a feeling of prestige job for him and the individual's sense of peace of mind with these jobs. In this way, employees expect in this job increase growth and development of qualified staff. These criteria are very valuable to the organization and should be more efforts to protect and promote them. - Talent management in the study organization has impact on the component of human resources creative. The amount of t-value related to this component, also shows that is significant correlation between talent management with human resources creativity. Thus, talent management within the organization makes employees feel that employment in this job is effective in discovering their talents, and employment in this job is effective in optimum using of talents of individual employees. In this way, an increased tendency to change and acceptance of change and desire and many will be able to accept the new changes. Such a bold spirit is essential to creativity and innovation in organizations. - The result of the structural model that the relationship between talent management with component of tendency to human resources training show the little correlation, but since the amount of t-value related to this component obtained 1.87, which is smaller than 1.96, Therefore, is not significant correlation was observed between talent management with tendency to human resources training. Thus, talent attraction system, evaluation system and the discovery of talent, talent training and development system and talent retention system should be designed so that staffs are followed by specific weaknesses in their job to trying to fix them cope. If people in four stages of talent management placed in decent work and feel the job is to develop their individual skills, then, will increase efforts to gain skills and job knowledge. Furthermore, in organization carried out a proper planning of educational programs. - Talent management in the study organization is effective on the component of human resources responsibility. The amount of t-value shows that is significant correlation observed between talent management with human resources responsibility. Thus, talent management able to stimulate people to make more efforts and resulted in an increase in individual accountability for actions. Also, it makes that job a person that cause has been strengthening his activities more come into view and it is possible to grow and progress in their jobs. - Talent management in Sazeh Consulting Engineering Company not has impact on the component of human resources retention. Also value of t statistics related to this component also shows that is not significant correlation between talent management with human resources retention. This result, in any way is not good sign, because the results show that staff considers other jobs to replace this job, which may be due to that in the job is not harmony the balance volume work with the person operator or a job creates a lot of stress and stress for the individual. Moreover, t-value related to this component shows that the correlation between talent management and retention of human resources is not significant. Thus, talent management is essential in all organizations, and should not be carried out only to be done, but should be a tool that helps management in improving the performance and improvement of human resources to employees do not look another job as an alternative their job. 083

9 Suggestions 1. Considering the importance of improvement and optimization of human resources in any organization, we are suggested according to the study based on needs of other organizations to evaluate the impact of talent management on the growth and improvement of human resources in which organizations. 2. Talent management has long been a tool in the hands of managers and organizations. Undoubtedly, the use of talent management tools at present is in need of fundamental revision and updating evaluation methods. Because, talent management is essential in all organizations should be used only for that to be done, but should be a tool that help managers improve performance and improving human resources. References 1. Maaly, Marjan, and Amiri Mojtaba (2011) talent management in Saipa group, the Pars manager Journal, winter, No Tajalddin Mohammad (2008). Talent management in processes of human resource development, Tadbir journal, the twentieth year, No Maaly, Marjan and Tajalddin Mohammad (2007), talent management maturity model, Tadbir journal, in the nineteenth, No Mohammadlou, Muslim Ali (2004). Knowledge and talents, Tadbir journal, year XVI, No Maaly, Marjan (2007), attracting talent in a competitive market, Tadbir journal, in the nineteenth, No Collings D. G., Mellahi K. (2009). "Strategic talent management: A review and research agenda". Human Resource Management Review, Volume 19, Issue 4, Hartmann E., Feisel E., Schober H. (2010). "Talent management of western MNCs in China: Balancing global integration and local responsiveness". Journal of World Business, Volume 45, Issue 2, Iles P., Chuai X., Preece D. (2010). "Talent Management and HRM in Multinational companies in Beijing: Definitions, differences and drivers". Journal of World Business, Volume 45, Issue 2, Larson P., Richburg M. (2004). "The talent management handbook". New York: McGraw-Hill. 10. Lewis R., Heckman R. (2006). Talent management: A critical review". Human Resource Management Review, Vol 16, Scullion H., Collings D. G., Caligiuri P. (2010). "Global talent management". Journal of World Business, Volume 45, Issue 2,