Conceptualization and application of the silent cries of internal talents in the glass impasse of promotion

Subject Areas : Human resources management)

Hossein Azimi ¹ , Hojjat Vahdati ^{2 *} , Amir hooshang Nazarpouri ³ , Mohammad Hakkak ⁴

1 - PhD Candidate of Organizational behavior Management, Faculty of Economics and Management, Lorestan University, Khorramabad, Iran.
2 - Associate Professor Department of Management Faculty of Economics and Management, Lorestan University, Khorramabad, Iran
3 - . Associate Professor Department of Management Faculty of Economics and Management, Lorestan University, Khorramabad, Iran
4 - Associate Professor, Department of Business Management, Faculty of Economics and Management Sciences, Lorestan University, Kharabad, Iran

Received: 2024-03-20 Accepted : 2024-06-02 Published : 2025-12-22

Keywords: Internal talents, Thematic analysis, Structural Equation Model,

Abstract :

The purpose of the present research is to conceptualize and apply the silent cries of organizational talents trapped in the glass barriers of promotion. This work is guided by a fundamentally applicative goal and is examined through a pragmatic, parasitological lens during the exploratory phase of model development. In the testing phase, interpretive type is positivist. |This study employs a thematic analysis strategy to analyze the qualitative data, using Clark's method, supported by Maxqda. In the qualitative part of the research, targeted sampling was conducted with the cooperation of senior managers of government organizations and interviews were held with fifteen senior managers. The quantitative statistical population included managers and experts of the Ministry of Interior. In the qualitative stage, the main items and components were identified using SPSS software and exploratory factor analysis. In the quantitative part, simple random sampling was carried out and the sample size was determined using GPower software at a significance level of 0.05 and a test power of 0.95, resulting in a final sample of 140 participants. The content validity was confirmed by experts and the construct validity of the measurement model structure was assessed through Average Variance Extraction, the Fornell and Larcker criterion, and the multitrait - multimethod matrix. The reliability of the model was checked and confirmed using Cronbach's alpha coefficient. The path analysis of the proposed model was conducted using SPSS and SmartPLS software. According to the research results, 20 indicators (items), 6 subcategories, and 3 main categories were identified and validated.

 

Key Words: internal talents, thematic analysis, Structural Equation Model

 

 

1.Introduction

In today’s changing world, life is marked by constant changes and transformations. Organizations, as part of this dynamic environment, must keep pace with these changes, otherwise, they risk falling behind in global competition. Preparing organizations is not limited to upgrading equipment and technology; Rather, they must carefully and prudently retain their employees, who are their most valuable assets. Modern organizations, playing an active role in driving change, strive to direct the talents of their employees toward organizational success. In this situation, talent management is of particular importance to senior managers since using skilled and motivated labor is the key to achieving a competitive advantage. However, this issue, despite its importance, has not been adequately studied in theoretical and practical fields. Talented human resources are the pride of any organization and are considered the driving force of efficiency and creativity. Yet, are the voices of these talents always heard? Is there a way for them to grow and flourish in the organization? Many of these talents are trapped within the glass walls of organizational dead ends. Despite all their abilities and potential, there is no way for them to grow and flourish. Their silent voices are not heard by anyone. It is as if they are screaming in a vacuum and their voices are not heard.

2.Literature Review

A review of the research literature reveals that most studies have focused on human resources as organizational talents and their management. Numerous researchers have examined the effects of talent management and adherence to meritocracy principles, making them the basis of their work. However, no research has been conducted on the silent cries of organizational talents and how to promote them in organizations. Related researches include the study of Kaliannan et al. (2023), titled "Inclusive Talent Development: A Systematic Literature Review", which identifies the research gaps in talent management and highlights the need for organizations to effectively manage and promote talents to grow and gain a sustainable competitive advantage. Aljbou and French (2022), in their article "A Multi-Level Talent Management Framework: A Systematic Review", examine different perspectives and approaches to talent management, demonstrating that a combination of these perspectives leads to improved organizational performance. Angas et al. (2022), in "A Review of Meritocracy in the Chinese Political System," analyze the strengths and weaknesses of the meritocratic system compared to dictatorship and attribute the progress of societies to the attention to meritocracy and the right choice of managers. Kast (2021), in his doctoral dissertation "Organizational Structure and the Logic of Merit," states that holding sensitive positions requires experience and expertise. He criticizes that appointing managers based on political relations leads to organizational problems.

3. Methodology

The current research adopted a pragmatic philosophical stance and employed a combined inductive-deductive approach. The inductive method was initially utilized in the exploratory phase, followed by the deductive method in the validation phase. This combination of research strategies provides a qualitative-quantitative integration with an exploratory and sequential approach to the topic. The primary objective of this research was to conceptualize and identify the dimensions and indicators associated with the silent cry of organizational talents trapped in the glass ceiling of advancement.

Qualitative Phase: In the qualitative phase of the research, thematic analysis was employed to identify the main- and sub-themes. Clark's method and MAXQDA 2023 software were utilized for the analysis of the qualitative data. Purposive sampling was conducted in collaboration with senior managers of public sector organizations, and interviews were held with fifteen senior managers. In the qualitative phase, the main statements and components were identified using exploratory factor analysis using SPSS software.

Quantitative Phase: In the quantitative phase, structural equation modeling was performed using the partial least squares (PLS) approach. Random sampling was employed for the quantitative phase, and the sample size was determined using G*Power software at a significance level of 0.05 and a test power of 0.95, resulting in a final sample of 140 participants. Content validity was confirmed by experts, and the construct validity of the measurement model (divergent validity and convergent validity) was assessed using the Average Variance Extracted (AVE), Fornell-Larcker, and multitrait-multimethod matrices. The reliability of the model was examined and confirmed using Cronbach's alpha coefficient

4. Result

Given the mixed-methods nature of this research, SPSS software and exploratory factor analysis were employed in the qualitative phase to identify the primary and secondary categories and components (as an innovation in this study). Twenty initial indicators or codes were extracted and conceptualized into six sub-dimensions using exploratory factor analysis and MAXQDA software.These six factors or sub-dimensions were categorized into three main components or factors: 1)Deviation from organizational ideals due to complex relationships in manager selection; 2)Erosion of commitment and expertise under the shadow of informal political relationships; and 3)Managerial appointments based on illogical criteria, leading to stagnation, inactivity and despair. Additionally, the research findings in the quantitative phase indicate that the significance coefficients for all relational components of the model are below 0.05. Therefore, the research model is confirmed with 95% confidence.

5. Discussion

Previous research has focused on various aspects of human resources and employees’ motivation techniques. By emphasizing the importance of transparency, commitment, and meritocracy in the manager selection process, this study offers a fresh perspective on talent management and highlights the crucial role of managers in leveraging internal organizational talents. It is proposed that two fundamental factors be considered when selecting and appointing managers, particularly those who have a significant impact on organizational decisions. These two factors are:

1- Religious commitment to the principles of the Islamic Republic of Iran and belief in the principle of absolute guardianship of the Islamic jurist (Velayate Faqih)

2-Technical and scientific expertise, adhering to the principle of meritocracy

These two conditions, as essential and complementary elements in the selection of managers, especially those who have a significant impact on important organizational decisions, must be taken into account. The absence of either of these conditions in managers can lead to demotivation among talented individuals and create obstacles to advancement, with negative consequences for both the organization and society.

 

Conflict of interests: none

 

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