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Investigating the relationship between social capital and talent management system (Case study of National Iranian Drilling Company)

Number of pages: 78 File Format: word File Code: 31223
Year: 2013 University Degree: Master's degree Category: Management
Tags/Keywords: Human resource management - Marketing - Public administration - Social capital - Talent management - Talent management system
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  • Summary of Investigating the relationship between social capital and talent management system (Case study of National Iranian Drilling Company)

    Dissertation for Master's Degree in Public Administration

    Human Resource Management Orientation

    Abstract

    The aim of the current research is to examine the relationship between social capital and talent management system in Iran's National Drilling Company located in Ahvaz. This research is applied and correlational in terms of purpose. The employees of National Iranian Drilling Company constitute the statistical population of this research, and 120 of them were selected as a statistical sample using Cochran's sampling formula. The main tools of data collection are standard social capital questionnaires and talent management system. The validity of these questionnaires was reconfirmed using the opinions of university professors and experts of National Drilling Company. The reliability of the questionnaires was also estimated using Cronbach's alpha above 70/70. Kalmogorov-Smirinov, Pearson and Friedman correlation tests were used. SPSS statistical software was used for data analysis. The findings of the research showed that there is a relationship between social capital and its indicators with the talent management system and all its indicators. This relationship is positive.

    Key words: social capital, talent management system, National Drilling Company, Cronbach.

    Chapter 1

    1-1- Introduction

    In this chapter, which is called the generality of the research, we first state the problem and the dimensions of the subject. We will explain the research in detail. The importance and necessity of the research will be the topic of the next item that will be discussed and the benefits of conducting the research will be enumerated. In the following, we express the conceptual and operational definition of research variables. And at the end, the scope of the research used in the present research is given. In addition to the conceptual model, this is the last title of this chapter. 1-2- Statement of the problem In early 1977, Mackenzie and partners proposed the term war for talent to describe the challenges that employers face to find high-skilled candidates. They believed that few managers have this preparation to play the role of leadership in organizations. Therefore, all companies find themselves involved in competition with others to acquire talents.

    Therefore, businesses must have the ability to recognize talented people, provide them with the necessary training, and retain valuable employees for the long term. Talent management [1] has many benefits, these benefits have been proven both at the corporate and individual levels. Today, in fact, the complexity and competitiveness of the environment has caused the role of human resources to change completely (Karimi and Hosseini, 2009, p. 52). In simple language, talent management assures the organization that the right people, with the right skills, are in the right job position to achieve the expected goals of the business. In fact, talent management includes a complete set of processes to identify, employ and manage people in order to successfully implement the business strategy required by the organization (Tajuddin, 2018, p. 31).

    On the other hand, recently, in developing countries including Iran, attention to intangible capital such as social capital[2] has been significantly expanded. Experts consider social capital to be aspects of social organization such as norms, social networks, and mutual trust that facilitate the cooperation and cooperation of people to achieve common interests (Putnam [3], 1995, p. 26). From an organizational point of view, Ghoshal and Nahapit define social capital as the sum of actual and potential resources available within, accessible through and resulting from the network of relationships of an individual or a social unit. From their point of view, social capital is one of the important capabilities and assets of an organization that can greatly help organizations in creating and sharing knowledge and create a sustainable organizational advantage for them compared to other organizations. With an organizational approach, they place different aspects of social capital in three categories: cognitive, relational and structural capital (Napid and Ghoshal [4], 1998, p. 244).

    In such a situation that organizations are in, the concepts of social capital and talent management are very important and for the survival of organizations.

    In such a situation that organizations are in, the concepts of social capital and talent management are very important and play a vital role for the survival of organizations. One of the ways to keep talented people in the organization is to create trust, harmony and unity among employees. This issue is called social capital in management and social sciences. With this in mind, the researcher decided to conduct a research on the relationship between social capital and the talent management system in Iran's National Drilling Company and is looking to find out whether there is a relationship between these two components in the said company? But the important point is that the relationship or impact of the two components of social capital with the talent management system has rarely been noticed and somehow the lack of research in this field is strongly felt. However, with the passing of many years of this company's activity, according to the available evidence, it is facing issues and problems in the field of talent management. The lack of proper attention to talents and their recruitment, recruitment of people based on relational relationship and not rule-based, the lack of precise and transparent recruitment procedures in this company and issues of this kind have caused that worthy and significant work is not done in this field as it should and deserves, which will lead to other issues such as the loss of trust which is one of the main components of social capital. Therefore, both in terms of the novelty of the research topic and in terms of the statistical community, this research is very important. The valuable results of this research can be used in the direction of the talent management system and increasing social capital indicators

  • Contents & References of Investigating the relationship between social capital and talent management system (Case study of National Iranian Drilling Company)

    List:

    Abstract. 1

    The first chapter: General research

    1-1- Introduction. 2

    1-2- statement of the problem. 2

    1-3- The importance and necessity of research. 3

    1-4- research objectives. 4

    1-5- Research questions. 4

    1-6- research hypotheses. 4

    1-7- Conceptual and operational definition of research variables. 5

    1-8- Research area. 6

    1-9- conceptual model. 6

    Chapter Two: Basics of Theory and Research Background

    2-1- Introduction. 8

    2-2- The first part: Social capital. 8

    2-2-1- Introduction. 8

    2-2-2- The concept and definition of social capital. 9

    2-2-3- Is social capital really capital? 10

    2-2-4- The importance of social capital in development. 10

    2-2-5- The role of social capital in the organization. 11

    2-2-6- Elements of social capital. 12

    2-2-7- Looking at the state of social capital in Iran. 14

    2-2-8- Negative aspects of social capital. 15

    2-3- The second part: Talent management. 16

    2-3-1- Introduction. 16

    2-3-2- Definition of talent and talent management. 17

    2-3-3- meritocracy. 17

    2-3-4- meritocracy in different countries. 18

    2-3-5- The importance of talent management. 20

    2-3-6- strategic factors underlying talent management. 21

    2-3-7- The components of talent management in the current research. 24

    2-4- The third part: Research background. 25

    2-4-1- Internal investigation. 25

    2-4-2- Foreign research. 27

    Chapter Three: Research Methodology

    3-1- Introduction. 30

    3-2- Research hypotheses. 30

    3-3- Research method. 31

    3-4- Statistical population. 32

    3-5- Statistical sample and sampling method. 32

    3-6- Methods and tools of data collection. 32

    3-6-1- Research questionnaires. 33

    3-6-2- How to score the questionnaire. 33

    3-6-3- Technical features of the research tool. 33

    3-6-3-1- Authenticity. 33

    3-6-3-2- reliability (trust). 34

    3-7- Research variables. 35

    3-7-1- independent variable. 35

    3-7-2- dependent variable. 35

    3-8- Statistical methods used in research. 35

    3-8-1- Descriptive statistics. 35

    3-8-2-inferential statistics. 35

    3-8-3- Kalmogorov-Smirinov test. 35

    3-8-4- correlation analysis. 36

    3-8-4-1- Pearson correlation coefficient (rxy). 36

    3-8-4-2- Friedman test. 36

    9-3- The detailed steps of research implementation. 37

    Chapter Four: Analysis of Research Findings

    4-1- Introduction. 38

    4-2- The results of the descriptive analysis of the data. 38

    4-2-1- Gender. 38

    4-2-2- Age. 39

    4-2-3- Level of education of employees. 40

    4-2-4- Service history of employees. 41

    4-3- The results of inferential data analysis. 42

    4-3-1- Kalmogorov-Smirnov test. 42

    4-3-2- Test of hypotheses. 43

    4-3-2-1- First special hypothesis test. 43

    4-3-2-2- Second special hypothesis test. 43

    4-3-2-3- Test of the third special hypothesis. 44

    4-3-2-4- Test of the fourth special hypothesis. 44

    4-3-2-5- Test of the fifth special hypothesis. 45

    4-3-2-6- Sixth sub-hypothesis test. 45

    4-3-2-7- Test of the seventh sub-hypothesis. 46

    4-3-2-8- The eighth sub-hypothesis test. 46

    4-3-2-9- The ninth sub-hypothesis test. 47

    4-3-2-10- Test of the tenth sub-hypothesis. 47

    4-3-2-11- test of the eleventh sub-hypothesis. 48

    4-3-2-12- twelfth sub-hypothesis test. 48

    4-3-2-13- Main hypothesis test. 49

    4-3-3- Friedman test. 49

    Chapter Five: Conclusion

    5-1- Introduction. 51

    5-2- Conclusion from hypotheses. 52

    5-3- Suggestions based on research findings. 57

    5-4- Research limitations. 58

    5-5- Suggestions for future researchers. 59

    Resources... 60

    Appendices... 63

    English abstract. 70

     

     

    Source:

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    Bast J. 1384. Research methods in educational and behavioral sciences. Translated by H. Pasha Sharifi, N. Taleghani. Tehran: Rushd Press.

    Bidekhti A, Nazari M. 1388. 1388.  Presenting a theoretical model for the institutionalization of social capital components to improve economic performance. Yas Strategy Quarterly. Number 19.

    Piran P, Ashdi A, Rezaei M. 2016.  Conceptual basis and conceptualization of social capital with emphasis on Iran's conditions. Social Welfare Quarterly. sixth year No. 23. Tehran: Ney Publications.  Examining the relationship between social capital and organizational citizenship behavior. Master's Thesis, Faculty of Humanities, Islamic Azad University, Shushtar Branch. Tajuddin M. 2008.  Why talent management? Tadbir monthly Number 191. Hosseinpour Zahra, 2015.  Investigating the relationship between social capital and mental well-being among employees of the Ministry of Welfare and Social Security. Master's thesis, Faculty of Management, University of Tehran. 1386.  Ranking of social capital in the center of the country's provinces. Social Welfare Quarterly. No. 26.

    Khaki G. 1379. The realization method in management. Islamic Azad University, Tehran branch. First edition. Tehran: Scientific Publications. Rezaei R. 2013.  Explaining the role and position of information and communication technology on rural development with an emphasis on capital. Master's thesis, Islamic Azad University of Science and Research, Ahvaz branch.

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    Salki M. 2016. Investigating the level of meritocracy in the process of human resource management in Iran's national drilling industry. Master thesis, Faculty of Humanities, Islamic Azad University, Shushtar Branch. Sarmadi Z, Bazargan A, Hijazi A. 2015. Research methods in behavioral sciences. Tehran: Aghat Publications.

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    Social situation in Iran. Future perspective and the possibility of descent. Social Welfare Quarterly. Number 25.

    Aziziani Far J, Ghasemi Z. 1387. Theoretical examination of social capital and explanation of its functional components. Zaribar Quarterly. Number 65. Askari Bajgrani M, Shaimi A, Allameh M. 1390.  Measuring the governance level of talent management in Isfahan municipality. Urban Management Quarterly. Number 29.

    Alavi B. 1384.  The role of social capital in development. Tadbir monthly Number 116. Qalipour R, Madhoshi M, Jaafarian W. 2017.  Analysis of the relationship and impact of social capital on organizational entrepreneurship. Management Culture Quarterly. sixth year Number 17.

    Lee. Behrooz Asghar Meshbaki 1385.  The role of social capital in creating the organization's intellectual capital. Management Knowledge Quarterly. Year 19. Number 75.

    Karimi A, Hosseini A. 2019. The influence of underlying strategic factors on talent management. Strategic management studies. Second issue. Mirzaei A. 1384. Investigating the relationship between people's sensitivity to organizational justice and the rank of their social capital in the organization. Daneshvar scientific and research quarterly. Number 36.

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    Banjo G, Roxas 2008.  Social capital for knowledge management. Asian Academy of Management Journal. 13 (2). pp 57–77

    Bersin, Josh. 2006.  Talent Management: What is it? Why now?  Hay Acquisition Company I. online available at: http://www.haygroup.com/Chief_Executive/

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    Cicourel A. 1973.  cognitive sociology. Harmondsworth. England. Penguin Books

    Ernst B, Andreas. 2005. Human resource management with ontology. Berlin. Springer-Verlag. pp 499-507. Farley C. 2005

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