شناسایی و اولویت‌بندی پیشایندها و پسایندها برای شناسایی کارکنان کلیدی در بانک های ایران
الموضوعات :
علی زارع ابرقویی
1
( دانشجوی دکتری مدیریت (توسعه وتطبیقی)، گروه مدیریت، واحد دهاقان، دانشگاه آزاد اسلامی، دهاقان، ایران. )
محمدرضا دلوی
2
(گروه مدیریت، واحد دهاقان، دانشگاه آزاد اسلامی، دهاقان، ایران. )
زهرا دشت لعلی
3
(گروه مدیریت دولتی، واحد دهاقان، دانشگاه آزاد اسلامی،دهاقان،ایران. )
الکلمات المفتاحية: پیشایند, پسایند, کارکنان کلیدی, استعداد, بانک های ایران,
ملخص المقالة :
زمینه و هدف:.کارکنان کلیدی به دلیل مهارت‌ها و ویژگی‌های منحصر به فردی که دارند، نقش حیاتی در موفقیت سازمان ها ایفاء می کنند. هدف این پژوهش، شناسایی و اولویت‌بندی پیشایندها و پسایندهایی برای شناسایی کارکنان کلیدی در بانک های ایران می باشد. روش بررسی: این پژوهش از نظر هدف، کاربردی و در این پژوهش کیفی، جامعه آماری 17 نفر از مدیران عالی و ارشد بانک های خصوصی و دولتی بودند که تا اشباع نظری و با استفاده از روش نمونه‌گیری هدفمند انتخاب‌شدند. برای گردآوری داده ها از مصاحبه نیمه ساختاریافته و نیز پرسشنامه دلفی فازی استفاده شد که روایی و پایایی آن تأیید شد. از نرم‌افزارAtlas ti8 برای کدگذاری ها، جهت تایید شاخص ها استفاده گردید. یافته ها: یافته های حاصل نشان داد پیشایندها برای شناسایی کارکنان کلیدی در بانک های ایران شامل 14 عامل و پسایندها نیز شامل 14 عامل می باشند. نتیجه گیری: نقش کارکنان کلیدی در بانک‌ها بسیار حائز اهمیت است. با توجه به پسایندهای مهمی که بانک ها در نتیجه وجود چنین کارکنانی خواهند داشت، مدیران باید بر پیشایندها یا عوامل تاثیرگذار در شناسایی کارکنان کلیدی تمرکز داشته باشند. واژه های کلیدی: پیشایند، پسایند، کارکنان کلیدی، استعداد، بانک های ایران
Abdi, A., Akbarian, M., & Pourhsinlou, M. (2014). Co Persianmpilation of competency profile of strategic jobs to evaluate the strategic readiness of human capital. Human Resources Studies Quarterly, 5(4), 71-94 [In Persian]. https://www.jhrs.ir/article_65565.html
Arbabi, M., Abdolrahim Naveh, E., Zainabadi Hassan, R., & Hassanpour, A. (2019). Identifying and validating the competencies of the key jobs of the tax affairs organization in the implementation of the comprehensive tax plan. Tax Research Journal, 27(42), 72-102 [In Persian]. https://taxjournal.ir/article-1-1693-fa.html
Asgrenjad Nouri, B., & Mirmusoi, M. (2021). Meta-analysis of the key indicators of human resources management effective on improving the performance of employees. Management, improvement and transformation studies, 101: 126- 160 [In Persian]. https://doi.org/10.22054/jmsd.2021.49482.3522
Asplund, K. (2020). When profession trumps potential: The moderating role of professional identification in employees’ reactions to talent management. The International Journal of Human Resource Management, 31(4), 539-561. https://doi.org/10.1080/09585192.2019.1570307
Assaly, R., Beheshtifar, M., & Kazemi, H. (2023). Designing a model for strategic foresight capabilities for human capital. Transformational Human Resources Quarterly, 2(7), 1-19 [In Persian]. https://sanad.iau.ir/Journal/thr/Article/1037899
Bonneton, D., Schworm, S. K., Festing, M., & Muratbekov--Touron, M. (2022). Do global talent management programs help to retain talent? A career-related framework. The International Journal of Human Resource Management, 33(2), 203-238. https://doi.org/10.1080/09585192.2019.1683048
Bowen, D. E., & Ostroff, C. (2004). Understanding HRM–firm performance linkages: The role of the “strength” of the HRM system. Academy of management review, 29(2): 203-221. https://doi.org/10.5465/amr.2004.12736076
Caligiuri, P. M., Collings, D. G., De Cieri, H., & Lazarova, M. B. (2024). Global talent management: A critical review and research agenda for the new organizational reality. Annual Review of Organizational Psychology and Organizational Behavior, 11, 393-421. https://doi.org/10.1146/annurev-orgpsych-111821-033121
Clarke, M., & Scurry, T. (2020). The role of the psychological contract in shaping graduate experiences: a study of public sector talent management programmes in the UK and Australia. The International Journal of Human Resource Management, 31(8), 965-991. https://doi.org/10.1080/09585192.2017.1396545
Cochran, G. R. (2009). Ohio State University extension competency study: Developing a competency model for a 21st century extension organization. http://rave.ohiolink.edu/etdc/view?acc_num=osu1243620503
Faqihi, A., & Miah, S.J. (2023). Artificial Intelligence-Driven Talent Management System: Exploring the Risks and Options for Constructing a Theoretical Foundation. Journal of Risk and Financial Management, 16(1), 31. https://doi.org/10.3390/jrfm16010031
Gallardo-Gallardo, E., Thunnissen, M., & Scullion, H. (2020). Talent management: context matters. The International Journal of Human Resource Management, 31(4), 457-473. DOI:10.1080/09585192.2019.1642645
Horváthová, P. Šárka Velčovská, L., & Friðrik R. L. (2020). Evaluation of Key Positions and Employees Management Level in Manufacturing Industry—The Czech Case. Sustainability, 12(1), 242. https://doi.org/10.3390/su12010242
Huselid, M. A., Beatty, R. W., & Becker, B. E. (2005). Players’ or ‘A positions’. Harvard Business Review, 83(12), 110-117. https://hbr.org/2005/12/a-players-or-a-positions-the-strategic-logic-of-workforce-management
Kaewnaknaew, C., Siripipatthanakul, S., Phayaphrom, B., & Limna, P. (2022). Modelling of talent management on construction companies’ performance: A model of business analytics in Bangkok. International Journal of Behavioral Analytics, 2(1), 1-17. https://ssrn.com/abstract=4018709
Kaliannan, M., Darmalinggam, D., Dorasamy, M., & Abraham, M. (2022). Inclusive talent development as a key talent management approach: A systematic literature review. Human Resource Management Review, 100926. https://doi.org/10.1016/j.hrmr.2022.100926
Kansal, J., & Jain, N. (2019). Development of competency model and mapping of employees competencies for organizational development: A new approach. Journal of Scientific & Industrial Research, 16(3), 287. https://www.researchgate.net/publication/334001448
Lamba Disha. G. S., Chitresh, V., & Gupta, N. (2020). An Integrated System for Occupational Category Classification based on Resume and Job Matching. International Conference on Innovative Computing and Communication. http://dx.doi.org/10.2139/ssrn.3607282
Malik, A. R., & Singh, P. (2014). ‘High potential’programs: Let's hear it for ‘B’players. Human Resource Management Review, 24(4), 330-346. https://doi.org/10.1016/j.hrmr.2014.06.001
Miao, R., Bozionelos, N., Zhou, W., & Newman, A. (2021). High-performance work systems and key employee attitudes: the roles of psychological capital and an interactional justice climate. The International Journal of Human Resource Management, 32(2), 443-477. https://doi.org/10.1080/09585192.2019.1710722
Michaels, E., Handfield-Jones, H., & Axelrod, B. (2001). The war for talent. Harvard Business Press.
Mirzaei H., Qolipour, A., Seyed Javadin, R., & Qolipour, T. (2019). Identifying critical job criteria to attract and retain talents in Iran's National Oil Tanker Company. Public management research, 13(47), 31-54 [In Persian]. 10.22111/JMR.2020.28746.4450
Murcia, N. N., Ferreira, F. A., & Ferreira, J. J. (2022). Enhancing strategic management using a “quantified VRIO”: Adding value with the MCDA approach. Technological Forecasting and Social Change, 174, 121251. https://doi.org/10.1016/j.techfore.2021.121251
N’Cho, J. (2017). Contribution -of talent analytics in Tchange management within project management organizations The case of the French aerospace sector. Procedia Computer Science, 121, 625-629. https://doi.org/10.1016/j.procs.2017.11.082
Nina, S. (2019). What the Public Sector Could Learn from the Private One. Repüléstudományi Közlemények, 31(2), 193-201. https://doi.org/10.32560/rk.2019.2.14
Shah Hosseini, M., & Janatifar, H. (2021), The effect of empowering senior managers on the recognition of key employees (a case study of Sodid Pipe and Equipment Company). The second international conference on new challenges and solutions in industrial engineering and management and Accounting, Damghan [In Persian]. https://civilica.com/doc/1244321
Smart, B. D. (2005). Topgrading (revised PHP edition): How Leading Companies Win by Hiring, Coaching and Keeping the Best People. Penguin.
Sonnenberg, M., Van Zijderveld, V., & Brinks, M. (2014). The role of talent-perception incongruence in effective talent management. Journal of World Business, 49(2), 272-280. https://doi.org/10.1016/j.jwb.2013.11.011
Thite, M., Rammal, H. G., & Ferreira, J. J. (2023). Talent management in the “new normal”—Case study of Indian IT services multinationals in China. Thunderbird International Business Review, 65(1), 131-141. https://doi.org/10.1002/tie.22247
Vakilzadeh, I., Manzari Tavakoli, A., Pourrashidi, R., & Nikpour, A. (2023). Identifying the dimensions and components of the managers' competence of the Ministry of Health, Treatment and Medical Education. Transformational Human Resources Quarterly, 2(7), 73-88 [In Persian]. https://sanad.iau.ir/Journal/thr/Article/1037843
Wahdiniawati, S. A., Sjarifudin, D., Santioso, L. L., Ariyani, F., & Febrian, W. D. (2024). Application of Talent Management: Assessment and Psychological Test Functions. Dinasti International Journal of Digital Business Management, 5(2), 408-417. https://doi.org/10.31933/dijdbm.v5i2.2291
Yildiz,. R. O., & Esmer, S. (2023). Talent management strategies and functions: a systematic review. Industrial and Commercial Training, 55(1), 93-111. https://doi.org/10.1108/ICT-01-2022-0007
Zhang, H., Xiong, H., Wang, G., & Jiang, P. (2024). How institutional pressures improve environmental management performance in construction projects: an agent-based simulation approach. Environment, Development and Sustainability, 26(1), 1281-1311. DOI:10.1007/s10668-022-02758-w
