Human capital in urban management
F. Moradi; A. Momayez; A. Zamani Moghadam
BACKGROUND AND OBJECTIVES: Talent management is an emerging research field in human resource management which is vital for the survival and competitive advantage of the organization. Albeit many studies have been done on the component of talent management, yet so far the entrepreneurship segment has ...
BACKGROUND AND OBJECTIVES: Talent management is an emerging research field in human resource management which is vital for the survival and competitive advantage of the organization. Albeit many studies have been done on the component of talent management, yet so far the entrepreneurship segment has not been much considered in this field, and surprisingly an extensive model of entrepreneurial talent management in the organization has not been presented. Therefore, the purpose of this study is to present a conceptual model of entrepreneurial talent management in organizations.METHOD: The present study is conducted with a mixed and exploratory approach in order to present a management model of entrepreneurial talent in 22 Districts of the Municipality of Tehran municipality in Iran. In the qualitative section, while reviewing the literature and research background, semi-structured in-depth interviews were conducted with 45 experts from Municipality of Tehran and university professors. In the quantitative part, the statistical population consisted of 450 managers and experts who have been working in the Municipality of Tehran from the beginning of 2019 to the end of 2020. The sample size was estimated to be 212 people according to the sampling of classified clusters through Cochran's formula, and the researcher-made questionnaire consisting of 56 items was distributed among the statistical sample according to the qualitative part. Using Amus 22 structural equation software, the data were statistically analyzed in a quantitative section to analyze the path and test the hypotheses. RESULTS: In the qualitative part, by performing the process of coding and approval of experts by fuzzy Delphi method in two stages and expert response analysis to 11 components of perceptual skills, decision making, social intelligence, change leadership, consequentialism (performance management), people management, sustainability and accountability, adherence to ethical principles, complexity, recognition and focus and 57 indicators appropriate to these components were confirmed as influential factors in the model. In the quantitative part, the approved indicators were placed in the form of a questionnaire. Analysis of the questionnaire revealed that the complexity component, people management and decision-making with 0.64, 0.63 and 0.61 had the highest factor load and the sustainability and accountability component with 0.5 had the lowest impact on the model, respectively.CONCLUSION: The results of this paper show that this model depends on various variables and can be considered and used in technology-based programs in talent assessment centers. The results also showed that municipal managers must create a creative environment for employees to express their ideas and participate in decision-making, and this leads to improving and changing the attitude and behavior of employees.
Human capital in urban management
A. Heravi; A. Zamani Moghadam; S.A. Hashemi; Y. Vakil Alroaia; A. Sajadi Jagharg
BACKGROUND AND OBJECTIVES: This study was performed to analyze the factors influencing human resource development for state-owned enterprises.METHODS: This research was an applied study concerning its objective with a descriptive-exploratory type. The study was conducted by two quantitative and qualitative ...
BACKGROUND AND OBJECTIVES: This study was performed to analyze the factors influencing human resource development for state-owned enterprises.METHODS: This research was an applied study concerning its objective with a descriptive-exploratory type. The study was conducted by two quantitative and qualitative approaches. The research statistical population included two groups for both approaches. In the qualitative approach, 22 experts were selected to design the model using fuzzy Delphi methods, structural-interpretive modeling. In the quantitative approach of 360 employees of state-owned enterprises companies were selected from the statistical population of 2738 people by the stratified random sampling method. Content analysis was used to analyze qualitative data and in the quantitative method used interpretive structural method, analytic network process and MICMAC.FINDINGS: The result of determining the relationships revealed that organizational factors, job factors, behavioral factors, and empowerment factors affect human resource development, respectively. The findings of weighting the factors by fuzzy network analysis process indicated that empowerment factors with a weight of 0.361 among the dimensions and the knowledge management factor with a weight of 0.132 among the components have the highest importance in the development of human resourceR. CONCLUSION: The variable “human resource empowerment” leads to success in human resource development, which needs to be improved quickly to bring success to the organization and improve its performance. The managers should pay attention to the high levels of the model and improve the relationships set between the factors to improve this factor. Considering the high significance of the “knowledge management” component, the managers’ most important measure should be focused on improving this factor followed by continuous efforts in this context since paying attention to knowledge management has the greatest impact on the success of human resource development and requires special attention.