طراحی مدل مدیریت استعداد مبتنی بر تنوع (رویکرد داده بنیاد)
محورهای موضوعی : الگوهای مدیریت استعداد سرمایه های انسانی
ندا شکوری
1
(دانشگاه فردوسی مشهد)
علی شیرازی
2
(دانشگاه فردوسی مشهد)
فریبرز رحیم نیا
3
(دانشگاه فردوسی مشهد)
آذر کفاش پور
4
(دانشکده علوم اداری و اقتصادی)
کلید واژه: مدیریت استعداد, نیروی کار متنوع, داده بنیاد,
چکیده مقاله :
یکی از جدیدترین رویکردها در بحث مدیریت استعداد، در نظر گرفتن موضوعات تنوع در آن میباشد. با توجه به جدید بودن ترکیب این دو مفهوم، هدف این پژوهش ارایه مدلی از مدیریت استعداد است که موضوع تنوع در آن لحاظ گردیده است. لذا با استفاده از روش داده بنیاد و رویکرد گلیزر مدل جامع استخراج گردید. با روش نمونه گیری هدفمند، مصاحبه‌هایی نیمه ساختاریافته با 26 نفر از مدیران شرکتهای مهندسی مشاوره در صنعت برق، تا رسیدن به اشباع نظری انجام شد. نرم افزار مورد استفاده برای کدگذاری داده ها Maxqda نسخه 10 بوده است.. طبق مدل به دست آمده، فرایند اصلی با عنوان مدیریت استعداد مبتنی بر تنوع شناخته گردید که شامل چهار فرایند، همگرایی استراتژیک، جذب، توسعه و به کارگیری استعداد متنوع میباشد. علل اصلی شامل: سبک رهبری و تغییر ترکیب جمعیت شناختی نیروی کار، عوامل همبسته به علل شامل: باور مدیر به عدم تبعیض، فرهنگ سازمانی، عوامل اقتصادی، شایستگی اقلیتها، ویژگیهای فردی مدیر و ذهنیت مدیر از مدیریت استعداد مبتنی بر تنوع ، بستر مطالعه شامل: محیط رقابتی، مدیریت تعارض و باورهای مثبت در اقلیت ، اقتضائات شامل: عوامل حاکمیتی، ماهیت وظیفه، سرمایه سازمان، حافظه سازمانی، ساختار سازمان، فناوری و مهارتهای ارتباط فردی، عوامل میانجی شامل: عدالت سازمانی، خلاقیت سازمانی، سرمایه روانشناختی به دست آمد. نتایج نیز در سه دسته نتایج فردی، سازمانی و فراسازمانی (اجتماعی) طبقه بندی گردیدند.
One of the newest approaches in the discussion of talent management is to consider the issues of diversity in it. Given the novelty of combining these two concepts, the aim of this study is to provide a model of talent management in which the issue of diversity is considered. Therefore, the comprehensive model was extracted using the Grounded theory method and the glaser approach. With the purposeful sampling method, semi-structured interviews were conducted with 26 managers of consulting engineering companies in the electricity industry, until theoretical saturation was achieved. The software used to encode the data was Maxqda version 10. According to the model, the main process was known as diversity-based talent management, which includes four processes: strategic convergence, recruitment, development and the use of diverse talent. The main reasons include: leadership style and changing the demographic composition of the workforce, factors related to the causes include: manager's belief in non-discrimination, organizational culture, economic factors, minority competence, manager's personal characteristics and manager's mentality of talent management based on Diversity, context of study including: competitive environment, conflict management and positive beliefs in the minority, requirements including: governance factors, nature of task, organizational capital, organizational memory, organizational structure, technology and personal communication skills, mediating factors including: organizational justice, Organizational creativity, psychological capital was obtained. The results were classified into three categories: individual, organizational and extra-organizational (social) results
1. Bersin J. Talent management: What is it? Why now. May. Çevrimiçi: http://www. bf. umich. edu/docs/KeyReferenceArticles. pdf, Erişim. 2006;21.
2. Boussebaa M, Morgan G. Managing talent across national borders: the challenges faced by an international retail group. Critical perspectives on international business. 2008 Feb 1.
3. Hughes JC, Rog E. Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management. 2008 Oct 3;20(7):743-57.
4. Friedman TL. It's a flat world, after all. The New York Times. 2005 Apr 3;3:33-7.
5. Briscoe DR, Schuler RS. International human resource management: Policy and practice for the global enterprise. Psychology Press; 2004.
6. Garib G. Diversity is in the eye of the beholder: Diversity perceptions of managers. The Psychologist-Manager Journal. 2013 Feb;16(1):18.
7. Chin JL. Introduction to the special issue on diversity and leadership. American Psychologist. 2010 Apr;65(3):150.
8. Groysberg B, Connolly K. Great leaders who make the mix work. doctoral dissertation.2016.
9. Finlayson JA. Best practices for diversifying senior management positions .2016.(Doctoral dissertation, The University of the Rockies).
10. Okoro T. Diverse talent: Enhancing gender participation in project management. Procedia–Social and Behavioral Sciences. 2016 Jul 14;226:170-5.
11. McGuire D, Bagher M, Stewart J, Harte V. The implications of talent management for diversity training: an exploratory study. Journal of European Industrial Training. 2010 Jul 27.
12. Stewart, J. Developing employees and managers. Strategic Human Resource Management: An International Perspective.2016
13. Tarique I, Schuler RS. Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of world business. 2010 Apr 1;45(2):122-33.
14. Gilbert JA, Stead BA, Ivancevich JM. Diversity management: A new organizational paradigm. Journal of business ethics. 1999 Aug 1;21(1):61-76.
15. Jones JM, Dovidio JF. Change, challenge, and prospects for a diversity paradigm in social psychology. Social Issues and Policy Review. 2018 Jan;12(1):7-56.
16. Wilson, D. M. (2015). A Qualitative Case Study Of The Talent Management Process Across Project-Oriented Companies Within The Intellect Industry .Doctorial Thesis. School of Business and Technology.
17. Mäkelä K, Björkman I, Ehrnrooth M. How do MNCs establish their talent pools? Influences on individuals’ likelihood of being labeled as talent. Journal of World Business. 2010 Apr 1;45(2):134-42.
18. Gallardo-Gallardo E, Dries N, González-Cruz TF. What is the meaning of ‘talent’in the world of work?. Human Resource Management Review. 2013 Dec 1;23(4):290-300.
19. Baartvedt N. Talent management as a strategic priority for competitive advantage.: A qualitative case study on talent management implementation within a Multinational Company.2013.
20. Thunnissen M. Talent management: For what, how and how well? An empirical exploration of talent management in practice. Employee Relations. 2016 Jan 1;38(1):57-72.
21. Ployhart RE, Nyberg AJ, Reilly G, Maltarich MA. Human capital is dead; long live human capital resources!. Journal of management. 2014 Feb;40(2):371-98.
22. Howe MJ, Davidson JW, Sloboda JA. Natural born talents undiscovered. Behavioral and brain sciences. 1998 Jun;21(3):432-7.
23. Gagné F. Understanding the complex choreography of talent development through DMGT-based analysis. International handbook of giftedness and talent. 2000 Dec 18;2:67-79.
24. Sadri G, Lees B. Developing corporate culture as a competitive advantage. Journal of Management Development. 2001 Dec 1: 20(10): 853-859.
25. Barney JB. How a firm’s capabilities affect boundary decisions. Sloan management review. 1999 Apr 1;40(3):137-45.
26. Chu, L., & Zhu, B. Review on Relationship between Psychological Contract and Organizational Citizenship Behavior. Advances in Computer Science Research (ACSR).2017:61
27. DelCampo RG. Understanding the psychological contract: A direction for the future. Management Research News. 2007 May 29: 30(6):432-440.
28. Gelens J, Hofmans J, Dries N, Pepermans R. Talent management and organisational justice: Employee reactions to high potential identification. Human Resource Management Journal. 2014 Apr;24(2):159-75.
29. Ryan JC. Old knowledge for new impacts: Equity theory and workforce nationalization. Journal of Business Research. 2016 May 1;69(5):1587-92.
30. Ohana M, Meyer M. Distributive justice and affective commitment in nonprofit organizations. Employee Relations. 2016 Oct 3. 38(6): 841-858.
31. Arvanitis A, Hantzi A. Equity theory ratios as causal schemas. Frontiers in psychology. 2016 Aug 19;7:1257.
32. Kilian CM, Hukai D, McCarty CE. Building diversity in the pipeline to corporate leadership. Journal of Management Development. 2005 Feb 1.
33. Stewart C. How diverse is your pipeline? Developing the talent pipeline for women and black and ethnic minority employees. Industrial and Commercial Training. 2016 Feb 1.
34. Barsade SG, Ward AJ, Turner JD, Sonnenfeld JA. To your heart's content: A model of affective diversity in top management teams. Administrative science quarterly. 2000 Dec;45(4):802-36.
35. Mannix E, Neale MA. What differences make a difference? The promise and reality of diverse teams in organizations. Psychological science in the public interest. 2005 Oct;6(2):31-55.
36. Kirton G, Greene AM. The dynamics of managing diversity: A critical approach. Routledge; 2015 Jul 24.
37. Shakoori N, nazemi S, Rahimnia F. Investigating Relationship between Internal Structure of Country Image and Product Attitude. (Master thesis). Ferdowsi University of Mashhad. 2013.
38. Williams KY, O'Reilly III CA. Demography and. Research in organizational behavior. 1998;20:77-140.
39. Garib G. Diversity is in the eye of the beholder: Diversity perceptions of managers. The Psychologist-Manager Journal. 2013 Feb;16(1):18.
40. Smilansky, J. Developing Executive Talent: Best practices from global leaders.San Francisco CA. Wiley Jossey-Bass. 2006.
41. Hofstede G. Culture and organizations. International Studies of Management & Organization. 1980 Dec 1;10(4):15-41.
42. Hofstede G. Culture's consequences: Comparing values, behaviors, institutions and organizations across nations. Sage publications. 2001.
43. Hofstede G. Business goals and corporate governance. Asia Pacific Business Review. 2004 Mar 1;10(3-4):292-301.
44. Hofstede G, Minkov M. Long-versus short-term orientation: new perspectives. Asia Pacific business review. 2010 Oct 1;16(4):493-504.
45. Hofstede GH, Hofstede GJ, Minkov M. Cultures and organizations: Software of the mind. New York: Mcgraw-hill; 2005 Apr.
46. Hellmér M, Lind L. A diversity approach for managing talent in MNCs: A multiple case study of the consultancy industry.
47. Saunders M, Lewis P, Thornhill A. Research methods forbusiness students. Essex: Prentice Hall: Financial Times. 2003.
48. Strauss A, Corbin J. Basics of qualitative research techniques. Thousand Oaks, CA: Sage publications; 1998.
49. Lamnek S, Krell C. Qualitative sozialforschung. Weinheim: Psychologie Verlags Union; 2010.
50. Strauss AL, Corbin J. Basics of qualitative research. vol. 15 Sage. Newbury Park, CA. 1990.
51. Breuer F, Muckel P, Dieris B. Zur Geschichte der Grounded Theory. InReflexive Grounded Theory 2019 (pp. 15-36). Springer VS, Wiesbaden.
52. Glaser B, Strauss A. Grounded theory: The discovery of grounded theory. Sociology the Journal of the British Sociological Association.1967: 12: 27-49.
53. Glaser B. Theoretical sensitivity. Advances in the methodology of grounded theory. 1978.
54. Glaser BG. Constructivist grounded theory?. Historical Social Research/Historische Sozialforschung. Supplement. 2007 Jan 1:93-105.
55. Flick U, editor. The SAGE handbook of qualitative data analysis. Sage; 2013 Dec 18.