An Investigation into Preparatory Strategic Factors on Talent Management (A Case Study of the Maritime Organization of Guilan Province)

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1 International Research Journal of Applied and Basic Sciences 2013 Available online at ISSN X / Vol, 4 (12): Science Explorer Publications An Investigation into Preparatory Strategic Factors on Talent Management (A Case Study of the Maritime Organization of Guilan Province) Seyed Mohammad Nopasand Asil 1, Esmail Malek Akhlagh 2, Ensiyeh Faegh *3 1. Assistant Professor, Faculty of Literature and Humanities, Department of Management,University of Guilan 2. Assistant Professor, Faculty of Literature and Humanities, Department of Management,University of Guilan 3. M.A. Student of MBA- Finance Major, International Pardis of University of Guilan Corresponding author: ninafaegh@yahoo.com ABSTRACT: The major purpose of this study is to evaluate the effects of the strategic factors of the organization upon the talent management; this major purpose is stated in form of six minor parts: evaluation of the effect of official rules and regulations on talent management, evaluation of the effect of strategic approach on talent management, evaluation of the effect of culture of the organization on talent management, evaluation of the effect of recruitment of the talented on talent management, evaluation of the effect of maintaining the talented individuals on talent management, and evaluation of the effect of managing talent development on talent management.extrinsically speaking, this study is an applied one. However, intrinsically, this is substantially a descriptivecorelational research. The research population of this study includes all the employees of the Maritime Organization of the Guilan province located in Anzali port in From among this population, 162 people have been chosen based on the stratified random sampling method as well as the Cochran formula in accordance with the capacity of each stratum. In order to gather the prerequisite data the researcher distributed a questionnaire to the selected population containing 38 questions relevant to the influential strategic underlying variables on talent management. Using the Liser Software Package, the researcher observed the questionnaire data by statistic technique of the structural equation.as a result, reinforcing the characteristics related to the underlying strategic factors, the organization can take action in order to execute the talent management process. KEY WORDS: talent management, talented people, strategic human resources management. INTRODUCTION Nowadays, dramatic changes have occurred in the environment. These changes, the organization has also undergone tremendous changes. Among the organizations that have been leveled several managerial levels removed, the customer and the customer has increased, Thus, applying the appropriate approach For recruiting, retention, growth, training and people can be considered a step in this direction.in recent years, large organizations with talent management process and coordinated attempt to attract talented people, provide choice and field improvements They are to achieve their business goals. Seems at a glance, the boundaries of the frame synchronization organizations with talent management and human resource management leads.if you focus on talent management caused a significant shift in the paradigm of organization and human resources. Successful organizations are seeking for Strategy and its policies and procedures so that they can improve that talent is essential for their economic survival,to attract, develop and retain. For this purpose, they must know what capabilities they need for their organization And the insight to identify potential and actual In other words, they should be able to focus on talent management.if we accept that human resources are the most important available resources And applying them correctly to other parts of the organization can fulfill organizational objectives. One of the most important study skills and ability to put people in their proper place which has been studied in terms of talent management programs.however, when the operating system in a way that would enhance the organization's ability to face a risky environment, The human resources as a strategic asset that will add value.

2 Research Experience Few studies have analyzed the relationship between talent management and strategic predisposing factors were, However, a number of studies have examined different aspects of this relationship are discussed. Majority of these studies are holistic. But some of them are focused on specific sectors or groups in the sample..(diromualdo et al, 2009;Gandossy & Kao,2004)Overall as a result of International Studies (Half, 2007) showed that talent management activities leverage the tremendous impact on organizational success.many researchers talent management, both financial and non-financial approach to study the effect of talent management practices on organizational performance has taken. (Bethke et al, 2010). THEORETICAL RESEARCH Talent Management Effective talent management, quantitative and qualitative need for the organization to talents will be determined based on strategy and business goals. As organizations face increasing competitive challenges of the future and capable to manage these challenges, managers need to be effective managers, Thus, talent management and management every day is very important in organizations and prospective. Each day will be more important and remarkable talent management because organizations or retire with the loss of a great talent managers will be a massive problem. (Handfield and Axelrod, 1997). The evolution of talent management paradigm It is not always the most talented management and organizational systems can coexist But they are supported and should be associated with trading strategies. These relationships are shown in the following chart: Figure 1. Talent Management Framework In this diagram, the relationship between business strategy and talent management framework for talent management and business data shows, Organizations should take the following five basic steps to ensure that the organization's talent management more, These 5 steps are: 1 - recruitment and selection 2 - Assessment 3 - Review and Planning 4 - Development 5 - Engagement and retention In another model of talent management has insisted on affair What talent throughout an organization and the various talent management processes and systems will be replaced. According to this model, the success of each of the components and the whole system should. Finally the results to guide business strategy and talent strategy is used: Figure 2. Talent Management Model 3738

3 This is the fact that talent management systems and processes that would need to be strategically driven and are fully integrated with each other. Strategic Human Resource Management In recent years the development of human resource management,another definition of HRM is to say that effective human resource management. These concepts can be found in studies of many researchers. Including those that discuss the effectiveness of human resource management raises is Haslyd. His effectiveness has been divided into two areas: technical efficiency and effectiveness of strategic. Technical concept of effective human resource management activities or services often is it that all member companies and is commonly. The traditional activities such as human resource management (recruitment, training, employment, health and safety, regulation of labor relations, performance evaluation, manpower planning etc) will be introduced as technical. Against this strategic human resource management activities. like (talent management, knowledge management, organizational learning, etc.) that considers human resource management innovations.(karimi,2010) State Laws Since this research has focused on government agencies, And government organizations to attract and retain the elite and talented individuals with certain conditions and subject to the laws and regulations in this area are, stasis from this research, including laws and regulations that are being introduced in the talent and capability of parenting. The role of management support (leadership approach) The main principle is that manager talent management coaching style and you have this style managers, talent agencies can: 1 - find their own solutions, 2 - develop their skills, 3 - modify behaviors and change, 4 - Ngrshhayshan to change, 5 - find their treasure and wisdom. Research has shown that leadership style effectiveness, efficiency and productivity are related organizations. Furthermore, it has been found that job satisfaction and organizational commitment among leadership style, there is a close relationship. Organizational culture basic assumptions, the truth or the reality of what members think they represent. Assumptions are granted. Deep assumptions of a culture at the next level - cultural values - is manifest. Values principles, objectives and standards that members of the cultural community that has intrinsic value (intrinsic) are. them what members of a culture, the more careful and make their priorities appear to be define. because they help members evaluate their cultural they are wrong, the values of a culture, sometimes equated with the Code of Ethics. Browse by management experts, the fact that Organizational culture, employee behavior in organizations that shape the organizational culture has a significant impact on employee behavior at all levels of the organization. They can force a company to change its strategic orientation, are affected.( hatch,1998) Attract talent The overall strategy should become an attractive employer and be friendly. Hiring key people who play an important role in the process of creating value for the company is very difficult. The goal is to create a mental image for the organization was to be an employer of choice. This analysis and assessment of job requirements and the definition includes cultural fit. The most important features and characteristics of successful employees should be The first step is to identify the type of people who need them (Armstrong, 2006) Maintain and retain talent Maintenance personnel, the specific issues faced by the organization in the field and ways to deal with these issues and considers the calculation.kaplan (2009) stated that the labor market nor the company's employees to determine their eventual replacement. He believes that the market is very difficult to deal with and you can not pull out in front of employees and employers dedicated attractive opportunities in this area to protect. Kaplan suggests that the troop movement was Hdaqlsazy old HRM should be replaced with a new goal. This should be based on risk analysis and determine the loss of key personnel or the leaving is key posts remain vacant. 3739

4 Career management career path the path of progress is a model of what people experience in their work life to acquire. There are two key elements in the promotion of objective and subjective elements. The objective element of progress is visible and the real environment, but there is a subjective element of an individual's fitness for the position. For example, a person with training to improve their job skills. It will not be possible unless the person is mentally prepared for it. So there are two elements in the progress of the yard. (Moghimi, 2011) Theoretical framework for research The research model to examine the relevance and impact of talent management on the implementation of the underlying factors is discussed.these variables are based on preliminary findings and research questions that have been established on the basis of the model research direction is shown.the research hypotheses based on the conceptual model is developed and tested: Figure 3. Research Model METHOD OF STUDY Investigate the nature of the application from the cross - correlation. Survey of all staff located in the city of Bandar Anzali in Gilan Ports and Maritime Organization in 1391, over 281 cases have.using Cochran formula and the size of each class of stratified random sampling of 162 people to gather as a sample Shdndbh Atlahat required. The questionnaire contains 38 questions to gather information about the variables underlying effective talent management strategy is used in the organization. Therefore, 170 questionnaires were distributed among the samples, and this number of 162 questionnaires were used for data analysis.statistical techniques in data analysis and structural equation liser using spss software package is used. Validity and reliability In order to assess the validity of the questionnaire, 20 questionnaires were given to a group of expert teachers to understand the questions, the logical sequence of questions is not controversial and sensitive questions to be controlled.and while they were asked to answer questions about their views on improvements to our questionnaire.questions to determine the reliability coefficient of Cronbach alpha coefficient to the following formula is used: Table 1. Reported Cronbach guild working as an independent variable variable Cronbach s alpha coefficient Number of questions Strategic Human Resource Managment State laws Leadership Approach Culture Attract Talent Maintain and retain talent Management, career development path All

5 THE MAIN FINDINGS OF THE RESEARCH Descriptive Statistics The results of the study samples: 24% of respondents indicated that among individuals with a master's degree and 43% have a bachelor's degree, 16% and 17% are associate. The results also showed that 17% of people under the table Tvry Tshan age 30 years, 33% between years old years old 32% population and 18% of people over 50 years old, and the 64% of them are male and the rest 36% are female.below table shows the number of observations of each variable separately that determines the attitude of the leadership of the highest (4.2298) and the rules and regulations has the lowest value (3.7412) Table 2. Variable rate index in the central variable Number The The Average deviation minimum maximum standard Strategic Human Resource Managment State laws Leadership Approach Culture Attract Talent Maintain and retain talent Management, career development path Inferential statistics To test the normality test of Kolmogorov - Smirnov was used at a significance level of 5%, assuming normal data variables were accepted. Test research hypotheses To test hypotheses related to the relationship between independent variables and the results are analyzed in the table. Given the significant level of 0.05 is smaller than the value of the t statistic is greater than 1.96 and positive.and given that the 95% confidence interval includes zero is not so significant and positive relationship between the variables exists.it means that the relationship between strategic factors underlying the organization and talent management are significant. Table 3. The Solidarity Between strategic factors underlying the organization and talent management t Test value=3 Degree of freedom The signicance level One-sample t test Significant Low limit 95% confidence level High limit Strategic Human Resource Managment State laws Leadership Approach Culture Attract Talent Maintain and retain talent Management, career development path Strategic factors

6 Results for the final model A - Results in Standard Mode: The figure below shows the results of factor analysis to confirm the results in standard mode all loads are operating at an acceptable level. Variables associated with the factor loadings higher than 5/0 is the amount of time the agent is acceptable. Figure 4. The construct validity of the results obtained in standard mode to determine the final model. B - Significant results in:confirmatory factor analysis of all the factors in the following results significantly. Accordingly, the T values for all variables Darary load factor higher than 96/1, which shows the significance of all relationships between operating parameters. Figure 5. Results in significant indicators of the construct validity of the final model. The following indicators measure the components of the model shows that the impact on talent management measurement model is the appropriate model. Because the degree of freedom of the chi-square (NC) in the optimal range is between one and five. RMSEA values below 1/0 and RMR under 05/0, and the values of the other indices higher than 90/0, which are all good values. 3742

7 Table 4. Model fit indices measure the components of the final model The fit indices Factors RMR GFI NNFI NFI RMSEA NC Factors influencing talent managment Rating factors are related to talent management based on load factor The rankings (based on load factor) variables related to the cause has been found. The load factor, or the relationship between the highest and lowest values of the variables are related. Table 5. Model fit indices measure the components of the final model Rating based on load factor Load factor variables Strategic Human Resource Managment State laws Leadership Approach Culture Attract Talent Maintain and retain talent Management, career development path Accordingly, due to the time factor (and the base T) priorities vary with regard to their correlation factor is as follows: 1 - Career Development Manager 2 - to maintain and retain talent 3 - attracting talent 4 - Leadership and Management Approach 5 - State Laws 6 - A strategy of the organization 7 - Culture Organization CONCLUTION The results of this study suggest that the factors underlying strategic talent management in organizations and there is a significant relationship in between. The use of the talent management process and strategic factors underlying the proper role of surrogate parenting.based on this conceptual model, we investigate the relationship between the significant variables were confirmed as follows: 1 - One of the challenges that are faced by organizations and employees to leave organizations with facilities and better working conditions. Therefore, to prevent employees from leaving the company leader should create Elements such as job stability, maintain social relationships within the organization to consider the material and spiritual rewards of providing performance feedback to their employees job security (including: work guaranteed - guaranteed benefits - pensions and desirable future guaranteed) so in this way they will achieve higher levels of performance. 2 - Analysis of the questionnaire shows that, Factors such as The main purpose of developing,planning analysis, For people in the organization and regulation of work relationships, Bureaucracy and flexibility in the organization, Performance based on state laws and regulations,select the appropriate leadership style,ethical conduct of individuals, Reinforce a culture of creativity,employment contracts with high security, Taking into account the wages and benefits sufficient, and considering facilities and recreational facilities while attracting talent Can be a powerful force to be effective. 3 - In order to implement talent management system, The following steps are implemented: 3743

8 Identified talent management goals and philosophy,criteria for measuring outcomes that are aligned with the goals and identify the original data can be extracted,with the executive leadership and internal partners to communicate consent to the strategies, And win their support,the tools, systems and factors that relate to the organization is also required. 4 - It is also suggested that the state government to implement the performance assessment organizations should be considered in the discussion. FINDINGS According to the hypothesis and research question and study the results of this research we can express the following cases: 1 - There is a significant relationship between strategic human resource management and talent management. 2 - There is a significant relationship between talent management and state laws. 3 - There is a significant relationship between talent management and leadership approach. 4 - There is a significant relationship between organizational culture and talent management. 5 - There is a significant relationship between recruitment and talent management talent. 6 - the preservation and retention of talent and talent management is a meaningful relationship. 7 - There is a significant relationship between talent management and talent development management. SUGGESTIO FOR THE FOLLOW-UP 1 - Design and develop talent management programs to develop future business leaders and dancers leadership roles. 2 - Easy to use drawing tools to create a talent management process in order to achieve the greatest gains for the organization. 3 - Identify the benefits and limitations of implementing talent management programs REFERENCE Adobor H Selecting management talent for joint ventures a suggested framework. Human resource management review,14, Agenda.Journal of human resource management Review.19, Aivazian D.2009"Talent management "Stanford IT services. Armstrong M A handbook of Human Resource management Practices, 10the ed. P.cm.p Armstrong M A handbook of Human Resource Management practices,10 th ed, p.cm, p Bromwich M, bhimini A management accounting pathways to progress,clma, London. Chudhry P Paresh chaudhry,s views on strategic internal communications".at PR Pundit,s workshop Held in Bangalor. Collings DG, Mellahi K Strategic talent management:a review and research Galagen P.2009."The new face of talent management American society for training and development(astd) Gorden WI People should be As important As profit :from enhancement to improvement.vital speech of the day, February 15,P Handifield JH, Axelrod B.1997."The war for talent survey",mckinsey quarterly,p.14. Lawler E From The ground up: six principals for building the new logic corporation,jossey bass, san Francisco,C A. Lucas H information Technology: strategic decision making for managers,nj: johmwiley&sons. Mc cauley C, wakefield M.2006."Talent management in the 21 st century :Help your company find,develop and keep it,s strongest workers".the journal for qualify and participation,vol.29,no.4. Michaels E, Handfield JH, Axelrod B.2001."The war for talent".boston,harward business school publishing. Tucker E, Kao T, verma N Next generation talent management :insight on how work force trends are changing the face of talent management.business credit,106(7), Tucker E, Kao T, verma N Next generation talent management : insight on how work force trend are changing the face of talent management. Business credit,106(7),(375) 3744