نوع مقاله : پژوهشی
نویسندگان
1 گروه مدیریت، واحد تبریز، دانشگاه آزاد اسلامی، تبریز، ایران.
2 گروه مدیریت، واحد تبریز، دانشگاه آزاد اسلامی، تبریز، ایران
3 گروه مدیریت صنعتی، واحد تبریز، دانشگاه آزاد اسلامی، تبریز، ایران.
چکیده
کلیدواژه‌ها
عنوان مقاله [English]
نویسندگان [English]
Background & Purpose: In dynamic environmental conditions and increasing competition among organizations, having capable human capital ready to accept key responsibilities is recognized as a sustainable competitive advantage. Talent management, with the aim of identifying, developing and retaining competent employees, provides a suitable platform for improving organizational capacity, and succession planning, as one of its strategic dimensions, guarantees the continuity of leadership and the sustainability of the organization's performance. Therefore, the present study was conducted with the aim of designing and explaining a comprehensive model for talent management with an emphasis on developing the succession planning process in the organization.
Methodology: This study was conducted with a mixed approach; in a way that the grounded theory strategy was used in the qualitative part and the descriptive-survey strategy was used in the quantitative part. In the qualitative part, the snowball method was used to select the sample and the opinions of 17 experts were collected. Qualitative data were analyzed by grounded theory and through three stages of open, axial and selective coding. In the quantitative part, data were collected and analyzed through a questionnaire with the participation of 257 managers and experts from the governorate.
Findings: The research data were organized into six main categories, sixteen subcategories including causal factors (human, cultural, and organizational factors), the central category (successor organization), contextual factors (organizational contexts, development and training factors, values, and fundamental principles governing the succession system, vision, mission, goals, and current and future strategies), intervening factors (management and leadership factors, job factors, and organizational factors), strategies (designing a succession management system, establishing a succession management system), consequences (individual, group, and organizational consequences), and sixty-three concepts.
Conclusion: The findings of this study indicate that establishing a succession management system requires attention to human, cultural, and organizational factors, as well as strengthening values, vision, and development strategies. Applying this model can improve the organization's readiness to face changes, provide the basis for human capital development, ensure continuity of leadership, and increase organizational efficiency and resilience. Accordingly, managers need coherent planning, structural support, and institutionalization of a succession culture in the organization to achieve its individual, group, and organizational outcomes.
کلیدواژه‌ها [English]
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