The effect of applying talent management on the commitment of Naja employees (University of Police Sciences)

Master's Thesis of Public Administration, Organizations and Methods

Abstract

Organizations have not been successful in finding, growing and retaining employees, especially employees who are flexible and have high adaptability. This problem shows that these organizations have problems in identifying and using the competencies of their employees in order to achieve their organizational goals. From the point of view of strategic management, it is necessary to make the performance sustainable and increase it, and this work is possible only with the commitment of the employees. Therefore, there is a lot of uncertainty about the relationship between talent management and organizational commitment, which requires further investigation.

The main goal of this research is to investigate the effect of applying talent management on the commitment of NAJA (University of Police Sciences) employees. In the present study, after a detailed study of the relevant literature, the conceptual model of the research was drawn. In this research, based on stratified sampling, 92 managers and experts were selected as a sample. 100 questionnaires were distributed among the statistical sample and finally 92 questionnaires were collected, the structural equation model method was used to analyze the data using Amos software, and the results indicated that the data collected from the target statistical population is appropriate and compatible with the conceptual model of the research, and finally all the hypotheses of the research were confirmed.

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Key words: talent management, organizational commitment, emotional commitment Continuous, normative commitment

Introduction

At the beginning of this research and in the first chapter of generalities about the research like; Statement of the problem, the necessity and importance of the research, the generalities of the research method and at the end of the macro-theoretical framework have been explained. At first, the reader will be familiar with the general work and research processes. In fact, this chapter is almost the same as the research plan (proposal) and it is hoped that reading this chapter will create a clear vision for the continuation of this research in the mind of the reader.

11. Statement of the problem

In the current competitive environment, organizations need to guide their employees in the direction of the organization's mission to establish long-term and effective cooperation to maintain and grow the organization in order to achieve their strategic goals. With the increase in competition in human resources and the emergence of new motivational tools for the use of employees such as talent management, job design has become inevitable. The human factor plays the most important role in organizations that seek growth and development.

Reviews show that organizations have not been successful in finding, growing and retaining employees, especially employees who are flexible and have high adaptability. This problem shows that these organizations have problems in identifying and using the competencies of their employees in order to achieve their organizational goals (Veral[1] et al., 2012).

Thus, the first step in solving such problems is to change one's perspective from market-oriented and profit-oriented to employee-oriented and to pay attention to human competencies and capabilities, which have been proposed in the relevant literature under the title of concepts such as talent management[2].

In spite of We find the existence of such findings that the main problem faced by organizations is not related to the discovery or management of talents, but is related to enabling the commitment to maintain, because from the point of view of strategic management, it is necessary to make the performance sustainable and stable and increase it, and this work is possible only with the commitment of employees. Therefore, there is a lot of uncertainty about the relationship between talent management and organizational commitment, which needs further investigation. For this reason, this research tries to make managers realize that talent management can be very effective and helpful. According to the above-mentioned content, the importance of talent management and organizational commitment is revealed, and emphasizing these variables and identifying their status can provide important criteria for continuation, correction and, if necessary, practical interventions. And because the subject of talent management and employee commitment can be defined as an important issue in the NAJA organization, therefore we are looking to investigate whether talent management and each of its components has an effect on the organizational commitment of employees or not. And it is possible to predict the possibility of choosing loyal and committed employees in the future of the organization and prevent future losses in this public and public service organization.

21. The importance and necessity of the subject

Barney [3] (2001), considers human capital to be part of the basic capital of the organization and believes that this capital can bring special benefits to the organization by having two characteristics of being rare and inimitable. In other words, employees are a key strategic resource that is vital for the ultimate success of the organization. On the other hand, today managers in different parts of the world are struggling with the changing nature of work and need forces to adapt to these changing conditions. Organizations in order to preserve and maintain these elite forces, in the future, they will have to carry out detailed planning to identify and encourage them in time (Hackman[4] et al., 2006). In fact, without providing the best talents, there will be nothing new for the organization (Suim [6], 2009). Along with understanding the need to recruit, develop and maintain talents, organizations have realized that talents are critical resources that need management to achieve the best results (Maali and Tajuddin, 2017). Of course, organizations should apply talent management in accordance with their structure and culture. Also, human resource development management is no longer the only costing center, but in line with the organization's business, they try to create added value for their capital for more profit and cost reduction by benefiting from the talent management approach, diversity of employees, and diversity of training.

Despite the importance of talent management, there are many variables that must be realized by combining them with talent management, its results and consequences. One of these factors is employee commitment (Veral et al., 2012). Most organizations believe that as the organization's commitment to the employee has decreased, it is expected that the employee's commitment to the organization has also decreased. Research shows that organizational support for employees is clearly related to employee commitment to the organization. There is also a lot of evidence that many organizations buy back their employees to reduce costs and thereby increase their ability to compete in global markets. However, on the other hand, there is evidence that organizations are pursuing high performance and human resource strategies to increase the commitment of their employees, which can provide them with greater economic benefits. From this point of view, employee commitment is not only irrelevant, but as a management concept, it is very important because it can lead to competitive advantage and financial success. In fact, commitment from this point of view may be considered as a key to competitive advantage. In this perspective, employee commitment is considered as a competitive strategy.

Talent management is a new approach that can create a revolution in human capital management and eliminate the weaknesses and problems of traditional approaches, therefore it can be suggested as a suitable tool alongside traditional human resource management in Iranian organizations. Of course, it should be planned to implement talent management in organizations, otherwise organizations will forget this very important approach after a short period of time. Therefore, carrying out this research is also important from an operational and practical aspect.

31. The macro-theoretical framework of the research

The concepts examined in this research include talent management and employee commitment. In this part of the article, we are going to define and explain the concept of each of these variables and their components.

Employee commitment

Employee commitment is the state in which the employee of the organization considers the goals and the organization in which he works as his representative and wishes to remain a member of that organization (Robbins, 2003).

There are many reasons why organizations should increase the organizational commitment of their members. The answer to this question is Zem Porter[7] and his colleagues believe that organizational commitment is a relatively new concept and is generally different from dependence and job satisfaction.

In this section, we will examine the types of organizational commitment:

1. Emotional commitment[8]

Meir and Allen[9] expressed emotional commitment as expressing the emotional connection of the employee and determining his identity with the values ??and goals of the organization and the extent of his involvement with the organization.