1گروه مدیریت صنعتی، دانشکده علوم اجتماعی، دانشگاه بین المللی امام خمینی (ره)، قزوین، ایران
2گروه مدیریت اجرایی، سازمان مدیریت صنعتی، تهران، ایران
چکیده
ارزیابی آمادگی سازمان برای اجرای انواع پروژه های بهبود همیشه مورد توجه مدیران سازمان ها بوده است تا پیاده سازی آنها را در زمانی انجام دهند که سازمان حداکثر آمادگی برای پذیرش موضوع پروژه را داشته باشد. مدل های مختلفی برای این منظور در حوزه هایی مانند مدیریت دانش، پیاده سازی نرم افزارهای یکپارچه، سیستم های یادگیری الکترونیکی و غیره، توسعه داده شده است. در این مقاله مدلی برای ارزیابی آمادگی سازمان جهت پیاده سازی نظام مدیریت استعداد ارائه می‌شود. برای این منظور با مروری جامع بر روی ادبیات مدیریت استعداد و اخذ نظرات خبرگان این حوزه، پارامترهای تاثیرگذار بر روی آمادگی سازمان برای اجرای پروژه مدیریت استعداد شناسایی شده و در ادامه با دسته بندی این پارامترها، یک ساختار سلسله مراتبی از عوامل تاثیرگذار تشکیل شده است. با توجه به کیفی بودن موضوع و عدم امکان تعریف توابع صریح جبری جهت تعیین ارتباط بین سطح آمادگی سازمان و پارامترهای موثر بر آن، از پایگاه قواعد فازی برای ایجاد ارتباط بین پارامترها در سطوح مختلف ساختار سلسله مراتبی استفاده شده است. استخراج قواعد با کمک خبرگان صنعت و دانشگاه انجام شده و نتایج حاصله در یک شرکت خش مواد غذایی به عنوان مطالعه موردی اجرا شده است.
A Hierarchical Inference System to Evaluate the Organizational Readiness for Talent Management Implementation
نویسندگان [English]
Amir Yousefli1؛ Zahra Yousefli2
1Industrial Management Department, Faculty of Social Science , Imam Khomeini International University, Qazvin, Iran
2Executive Management Department, Industrial Management Institute, Tehran, Iran
چکیده [English]
Organizational readiness assessment to implement improvement projects with maximum acceptance within the organizations have always been a concern for managers. To this end, several methods have been developed for different types of projects such as knowledge management, integrated systems implementation, electronic learning systems and etc. In this paper a new model is developed to evaluate the organizational readiness for talent management system implementation. Firstly, influencing parameters on the organizational readiness are collected through literature review and experts knowledge acquisition. Then the parameters are categorized and a hierarchical structure of parameters is built. Constructed structure consists of four levels in which organizational readiness to implement talent management is placed in the first level. Organizational readiness degree is assessed based on values of four parameters positioned in second level. In the same way, the values of parameters in the second level are calculated using parameters in level three and finally parameters in level four are employed to evaluate third level parameters. Subject to the qualitative nature of the problem and lack of explicit functions to formulate the relations between the level of organizational readiness and the influencing parameters, the fuzzy rule base is employed. Fuzzy rules are made by using industrial and academic experts’ knowledge and the resulted system is implemented in a food distribution company as a case study. Readiness degree of this company is calculated as 0.463, which shows medium readiness of this organization for talent management.
Aguinis, H., Gottfredson, R. K., & Joo, H. (2012). Using performance management to win the talent war. Business Horizons, 55(6), 609-616.
Ashton, C., & Morton, L. (2005). Managing talent for competitive advantage: Taking a systemic approach to talent management. Strategic HR Review, 4(5), 28-31.
Bernard, R. (1995). Research Methods in Anthropology (2nd. Edit.). Altamira Press, USA.
Betraux, D., (1981). Biography and society:The life history approach in the social sciences, Beverly Hills, Calif. : Sage Publications.
Bhatnagar, J. (2007). Talent management strategy of employee engagement in Indian ITES employees: key to retention. Employee relations, 29(6), 640-663.
Buckingham, M., & Vosburgh, R. M. (2001). The 21st century human resources function: It's the talent, stupid!. People and Strategy, 24(4), 17.
Chen, T. Y., Ku, T. C., & Tsui, C. W. (2008). Determining attribute importance based on triangular and trapezoidal fuzzy numbers in (z) fuzzy measures. Paper presented at the 19th International Conference on Multiple Criteria Decision Making (pp. 75-76).
Claussen, J., Grohsjean, T., Luger, J., & Probst, G. (2014). Talent management and career development: What it takes to get promoted. Journal of World Business, 49(2), 236-244.
Collings, D. G. & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), 304 - 313.
Davies, B., & Davies, B. J. (2010). Talent management in academies. International Journal of Educational Management, 24(5), 418-426.
Gallardo-Gallardo, E., Dries, N., & González-Cruz, T. F. (2013). What is the meaning of "talent" in the world of work?. Human Resource Management Review, 23(4), 290-300.
Gay, M., & Sims, D. (2007). Building tomorrow's talent: A practitioner's guide to talent management and succession planning. AuthorHouse.
Glen, C. (2006). Key skills retention and motivation: the war for talent still rages and retention is the high ground. Industrial and commercial training, 38(1), 37-45.
Grudzinskiy, A., Zakharova, L., Bureeva, N., Leonova, I., & Mahalin, A. (2015). Personal Competences of Succession Pool for Management Positions within University Competitiveness Increase: Meaning and Identifications. Procedia-Social and Behavioral Sciences, 214, 586-595.
Gruman, J. A., & Saks, A. M. (2011). Performance management and employee engagement. Human Resource Management Review, 21(2), 123-136.
Guest, G., Bunce, A., & Johnson, L. (2006). How many interviews are enough? An experiment with data saturation and variability. Field methods, 18(1): 59-82.
Hiltrop, J. M. (1999). The quest for the best: human resource practices to attract and retain talent. European Management Journal, 17(4), 422-430.
Karatop, B., Kubat, C., & Uygun, Ö. (2015). Talent management in manufacturing system using fuzzy logic approach. Computers & Industrial Engineering, 86, 127-136.
Kuzel, A. J. (1992). Sampling in qualitative inquiry, Sage Publications Thousand Oaks CA: USA.
Lewis, R. E., & Heckman, R. J. (2006). Talent management: A critical review. Human resource management review, 16(2), 139-154.
Marshall, M. N. (1996). Sampling for qualitative research. Family practice, 13(6): 522-526.
Martin, A. (2015). Talent Management: Preparing a “Ready” agile workforce. International Journal of Pediatrics and Adolescent Medicine, 2(3), 112-116.
Michaels, E., Handfield-Jones, H., & Axelrod, B. (2001). The War For Talent: Harvard Business School Press. MA., USA.
Morse, J. M. (1994). Designing funded qualitative research, SAGE, Thousand Oaks.
Phillips, D. R., & Roper, K. O. (2009). A framework for talent management in real estate. Journal of Corporate Real Estate, 11(1), 7-16.
Quinn, P. M. (2002). Qualitative research and evaluation methods. California EU: Sage Publications Inc.
Rothwell, W. J. (2002). Putting success into your succession planning. Journal of Business Strategy, 23(3), 32-37.
Schuler, R. S. (2015). The 5-C framework for managing talent. Organizational Dynamics, 44(1), 47-56.
Skulmoski, G., Hartman, F., & Krahn, J. (2007). The Delphi method for graduate research. Journal of Information Technology Education: Research, 6(1): 1-21.
Tansley, C., Harris, L., Stewart, K., Turner, P., Foster, C., & Williams, H. (2006). Talent management: Understanding the dimensions change agenda, Research report for external body. London: CIPD.
Uren, L. (2007). From talent compliance to talent commitment: Moving beyond the hype of talent management to realizing the benefits. Strategic HR Review, 6(3), 32-35.
Wellins, R. S., Smith, A. B., & McGee, L. (2006). The CEO's guide to talent management: building a global leadership pipeline. Development Dimensions International.
Williams, M. R. (2000). The war for talent: Getting the best from the best. CIPD Publishing.
Zimmermann, H. J. (1992). Fuzzy Set Theory and Its Applications Second, Revised Edition. Kluwer academic publishers.
ابتدای صفحه