Providing Solutions for Attracting Human Resources’ Talents in Tehran Municipality
Subject Areas :
Journal of Iranian Social Development Studies
Seyed Mohsen Tabatabai Mazdabadi
1
,
Seyed Alireza Seyed Ordobadi
2
,
Azadeh Ghamari
3
1 - Ph.D. in Management, Allameh Tabatabaei University, Tehran, Iran
2 - M.A. in Industrial Engineering, Systems Management and Productivity, South Tehran Branch, Islamic Azad University, Tehran, Iran
3 - Ph.D. in Educational Management, Kharazmi University, Tehran, Iran
Received: 2020-11-18
Accepted : 2020-11-18
Published : 2020-10-22
Keywords:
Approach,
Attracting human resources,
Municipality of Tehran,
Abstract :
As a social institution, Tehran Municipality needs worthy human capital, knowledge-based and talented human resources to achieve its lofty goals. In this regard, the present study has used qualitative methods to study the mechanisms of attracting human resources talents in Tehran Municipality. In the qualitative section, in-depth interviews were conducted with 10 managers, deputies and senior experts of Tehran Municipality and 6 members of the faculty of the university. Interpretive analysis was used to analyze the data. The validity of the qualitative findings was confirmed by review by interviewees and multidisciplinary data sources, and a retested reliability method was used to calculate the reliability of the coding. The validity of the qualitative findings was confirmed by review by interviewees and multidisciplinary data sources, and a retested reliability method was used to calculate the reliability of the coding. The results showed that the mechanisms of attracting human resources talents in Tehran Municipality, including the existence of individual and job development opportunities, competitive advantages, reputation and brand of the organization, facilitating administrative rules, designing and establishing an evaluation center in recruitment, and a systematic program to attract, construct propositions. The value of employees is the formulation of job descriptions and the conditions for obtaining different jobs.
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Nikandrou, I., Brinia, V., & Bereri, E. (2009). Trainee perceptions of training transfer: An empirical analysis. Journal of European Industrial Training, 33(3), 255-270.
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Sharma, R., & Bhatnagar, J. (2009). Talent management–competency development: key to global leadership. Industrial and Commercial training, 41(3), 118-132.
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ابیلی، خدایار. (1387). میزگرد: جابجایی مدیران؛ آثار و کارکردها. ماهنامه تدبیر، 85، 19-8.
حاجی کریمی، عباسعلی؛ حسینی، ابوالحسن (1389). تأثیر عوامل زمینه‌ساز مدیریت استعداد. مطالعات مدیریتی راهبردی، 2(2)، 51-71.
طباطبایی مزدآبادی، سیدمحسن. (1398). مدیریت آموزش و تحول سازمانی (با تأکید بر سرمایه خلاق شهرها). تهران: انتشارات کوهسار.
طباطبایی مزدآبادی، سیدمحسن؛ قمری، آزاده. (1397). مدیریت استعداد در نظام بانکی. تهران: انتشارات کوهسار.
طهماسبی، رضا؛ قلی‌پور، آرین؛ جواهری‌زاده، ابراهیم (1391). مدیریت استعدادها: شناسایی و رتبه‌بندی عوامل مؤثر بر جذب و نگهداشت استعدادهای علمی. پژوهش‌های مدیریت عمومی، 5(17)، 5-26.
عباس‌پور، عباس. (1388). مدیریت منابع انسانی پیشرفته (رویکردها، فرآیندها و کاربردها). تهران: انتشارات سمت.
قلی‌پور، آرین (1390). مدیریت منابع انسانی( مفاهیم، تئوری‌ها و کاربردها). تهران: انتشارات سمت.
کیامنش، علیرضا؛ سرایی، جاوید (1390). روش‌های پژوهش ترکیبی. تهران، انتشارات آییژ.
Aziz, M., Adnan, A., Afthanorhan, A., Foziah, H., Ishak, S., & Rashid, N. (2019). The influence of employer value proposition in talent demand towards talent shortage in the Malaysian Islamic banking institutions: A SEM approach. Management Science Letters, 9(6), 843-850.
Bambacas, M. (2010). Organizational handling of careers influences managers' organizational commitment. Journal of Management Development, 29(9), 807-827.
Berger, A. N., & Roman, R. A. (2015). Did TARP banks get competitive advantages? Journal of Financial and Quantitative Analysis, 50(6), 1199-1236.
Botha, A., Bussin, M., & De Swardt, L. (2011). An employer brand predictive model for talent attraction and retention. Journal of Human Resource Management, 9(1), 1-12.
Collings, D. G., Scullion, H., & Vaiman, V. (2011). European perspectives on talent management. European Journal of International Management, 5(5), 453-462.
Crowley‐Henry, M., Benson, E. T., & Al Ariss, A. (2019). Linking talent management to traditional and boundaryless career orientations: Research propositions and future directions. European Management Review, 16(1), 5-19.
Denzin, N. K., & Lincoln, Y. S. (1994). Handbook of qualitative research. Sage publications, Inc.
Gallardo-Gallardo, E., Thunnissen, M., & Scullion, H. (2019). Talent management: context matters.
Korantwi-Barimah, J. S., Ofori, A., Mohammed, F., & Kyeremeh, E. A. (2019). Lecturers’ Perceptions of Factors that Attract Talent in a Ghanaian Higher Learning Institution. Journal of Human Resource Management, 7(1), 1-10.
Michaels, E., Handfield-Jones, H., & Axelrod, B. (2001). The war for talent. Harvard Business Press.
Nikandrou, I., Brinia, V., & Bereri, E. (2009). Trainee perceptions of training transfer: An empirical analysis. Journal of European Industrial Training, 33(3), 255-270.
Payne, A., Frow, P., & Eggert, A. (2017). The customer value proposition: evolution, development, and application in marketing. Journal of the Academy of Marketing Science, 45(4), 467-489.
Sharma, R., & Bhatnagar, J. (2009). Talent management–competency development: key to global leadership. Industrial and Commercial training, 41(3), 118-132.
Theurer, C. P., Tumasjan, A., Welpe, I. M., & Lievens, F. (2018). Employer branding: a brand equity‐based literature review and research agenda. International Journal of Management Reviews, 20(1), 155-179.
Thompson, N., & Eijkemans, R. (2018). Why do sustainable ventures fail to attract management talent? Sustainability, 10(11), 43-59.
Van den Broek, J., Boselie, P., & Paauwe, J. (2018). Cooperative innovation through a talent management pool: A qualitative study on coopetition in healthcare. European Management Journal, 36(1), 135-144.
Werner, J. M., & DeSimone, R. L. (2011). Human resource development. Cengage Learning.
