The effect of talent management on objective organizational forgetting with the mediator role of organizational agility (case study: Department of Sports and Youth of Tehran Province) تت

Subject Areas :

علی اصغر دورودیان ¹ , محمدرضا غفارزاده ²

1 - گروه تربیت بدنی - دانشگاه آزاد اسلامی واحد تهران شمال
2 - گروه تربیت بدنی واحد تهران شمال

Received: 2021-02-03 Accepted : 2022-04-27 Published : 2022-04-21

Keywords: organizational forgetting, Organizational Agility, Keywords: Talent Management, General Perception of Sports and Youth in Tehran Province,

Abstract :

  Abstract The main purpose of the present study was to investigate the effect of talent management on objective organizational forgetting with the mediator role of organizational agility (case study: Department of Sports and Youth of Tehran Province). The study was a descriptive based on structural equation modeling. The statistical sample was equal to population consisted of all employees of the Sports and Youth Department of Tehran province, numbering 250 people. In this research, Mahmoudvand organizational forgetting questionnaire (2011), talent management skills of Taft (2011) and Organizational agility of Spitzer (2007) were used. Descriptive statistics, and structural equation modeling were used for analyzing data. Statistical analysis of this study was performed using SPSS version 20 and AMOS software. The results showed that talent management with a regression coefficient of 0.47 and a significant level of less than 0.05 had a significant positive effect on targeted organizational obsolescence in the general administration of sport and youth in Tehran province. Also, talent management has a positive correlation with regression coefficient of 0.53 and a meaningful level of less than 0.05 on organizational agility in the general administration of sport and youth in Tehran province. Finally, the results of path analysis indicated that talent management, while having a direct impact on organizational forgetting (-0.057), through the organizational agility mediator variable of 0.526, also affects organizational forgetfulness and increases organizational forgetfulness. Therefore, it is suggested that talent management be considered as one of the most important organizational measures in sport and youth in Tehran province.

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Altinoz, M., Cakiroglu, D., Cop, S. (2013). Effects of talent management on organizational trust: a field study. Procedia - Social and Behavioral Sciences 99 ( 2013 ) 843 – 851. 

Armstrong, M. (2006) A Handbook of Human Resource Management Practice. 10th Edition, Kogan Page Publishing, London.

Besanko, D., U. Doraszelski, Y. Kryukov and M. Satterthwaite. (2007). Learning-by-Doing, Organizaitonal Forgetting, and Industry dynamics.http://post.economics.harvard.edu/hier/2007papers/2007list.html (accessed July 5, 2008)

Causholli (2016) Evidence of Organizational Learning and Organizational Forgetting from Financial Statement Audits. AUDITING: A Journal of Practice & Theory: May 2016, Vol. 35, No. 2, pp. 53-72.

De Holan, P. M. (2004). Managing Organizational Forgetting. MITSloan management review  pp. 44-52.

Easterby, S. & Lyles, M. A. (2011). “In Praise of Organizational Forgetting”. Journal of Management Inquiry, 20(3), 311- 316.

Fernandez, V. Suñé, A. (2009). Organizational Forgetting in Higher Education. 3rd International Conference on Industrial Engineering and Industrial Management, (pp. 619-626). Barcelona.

Hamad, Z & Yozgat, Y. (2017). Does organizational agility affect organizational learning capability? Evidence from commercial banking.Management Science Letters , 7(8), 407-422.

Jafarnejad, A., & Shows, B. (2009). Organizational agility and agile production. First Printing, Tehran, Mehraban Publishing. (Persian).

Kluge, A., & Gronau, N. (2018). Intentional forgetting in organizations: The importance of eliminating retrieval cues for implementing new routines. Frontiers in Psychology, 9, Article 51. https://doi.org/10.3389/fpsyg.2018.00051.

Miller, K. D. & Martignoni, D. (2016). “Organizational learning with forgetting: Reconsidering the exploration–exploitation tradeoff”. Strategic Organization, 14(1), 53-72.

Momeni, M., & Pourasadi, M. J. (2014). Investigation of the relationship between

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Özdemir, S. (2010). To err is human, but to persist is diabolical: Loss of organizational memory and e-learning projects. Computers & education, 55, pp. 101-108.

Pandita, D. and Ray, S. (2018), "Talent management and employee engagement – a meta-analysis of their impact on talent retention", Industrial and Commercial Training, Vol. 50 No. 4, pp. 185-199. https://doi.org/10.1108/ICT-09-2017-0073

Sharifi, H., & Zhang, Z. (2001). Agile manufacturing in practice: Applica on of a methodology. International Journal of Operations & Production Management, 21, 772-94.