Purpose: The purpose of this study was to identify the dimensions, components and indicators of talent management. Methodology: The method of the present study was qualitative and in terms of purpose was part of applied / basic research. The target population includes professors in different fields in universities who had a history of teaching at different levels in the Islamic Azad University in the university units of Mazandaran. Sample size was selected based on purposive sampling, 10 people. The research tools were semi-structured interviews, document review and web pages as a visual medium for applying multilateralism. The validity and reliability of the instrument were evaluated and confirmed. Content analysis was used to analyze the data. Findings: The results showed that the dimensions, components and indicators of talent management include talent retention (replacement), talent retention (service compensation system), talent retention (empowerment), talent retrieval (employment brand), talent retrieval (tools and resources) is. Conclusion: Explaining the above findings, it can be said that universities are considered to be one of the most fundamental elements of change and one of the most important factors in shaping the future world. Due to the drastic changes that have affected the world of higher education today, the goals, programs and orientations of universities have become more and more in the spotlight.

The most important asset of any organization is its human resources, and talent management is the main part of human capital management. With proper management of these assets, organizations can achieve their goalsaims to design an optimal model of talent management and development components in the oil company. The research method is qualitative and thematic analysis. The research data was collected through in-depth interviews with 14 oil company experts who were selected using theoretical sampling method and reached theoretical saturation. To analyze the data, content analysis of the theme network type has been used. In order to validate the themes, two methods of validity evaluation have been used in the communication method as well as the focus group, and in order to validate the reliability, reproducibility and transferability or generalizability have been used. The results showed that the optimal model of talent management and development components consists of three preliminary, executive and complementary steps based on eight main organized themes: talent thought, talent Finding, talent metrics, talent training, talent scouting, talent cracy, talentholding, talentsourcing.

The purpose of this study was to identify and validate the components of teachers' talent management model in the academic year 1396-97. The research is purposeful, applied, and descriptive-survey in nature. The statistical population in the qualitative phase consisted of a number of subjectmatter experts who were selected through purposeful sampling for semistructured interviews. The research tool at this stage was a 104-item questionnaire designed based on a seven-point Likert scale (based on indicators derived from literature and background and the context of the interviews). At the end of each round, the data were analyzed using Kendall's mean rank index and coefficient of agreement. In the third round, the value obtained for Kendall's statistic (0. 507) indicated acceptable consensus among respondents. The results of data analysis at the end of qualitative phase showed that the components of teachers' talent management model include growth, development, identification, selection, acquisition, strategic planning and maintenance. Of the 7644 teachers employed in Lorestan province (statistical population), 367 were selected using Cochran formula and selected through multi-stage cluster sampling. The research tool included a questionnaire based on 6 The component was identified and the indices were related to each component. Quantitative section data (model fit) using structural equation modeling And partial least squares were analyzed. The results showed that based on the average composite reliability index (CR = 0. 93) and mean Cronbach's alpha coefficients (0. 91) that were higher than 0. 70 and considering the average value of variance extracted (AVE = 0. 67) Bigger than 0. 5, the model has convergent reliability and since (AVE

Background: Organizational approaches to talent management are often related to the ways in which a small proportion of relatively high-performing employees are identified and managed in relation to the majority. Despite the growing literature on talent management, little attention has been paid to evaluating the issue from an ethical perspective. Therefore, the purpose of this study is to analyze the components affecting talent management with emphasis on organizational ethics in the Martyr and Veterans Affairs Foundation. Method: The present study was qualitative and based on the data foundation method. The statistical population of this study was the directors and deputies of the Foundation for Martyrs and Veterans of the country, from which 13 people were selected as a sample by snowball sampling to theoretical saturation. The data collection tool was in-depth and semi-structured interviews and finally the data were analyzed by coding method in MAXQDA 11 software. Results: After analysis and coding, the results were classified into 136 initial codes, 40 concepts and 5 categories. These 5 categories include talent absorption factors, talent discovery and evaluation factors, talent development factors, talent retention factors and organizational ethics factors. Conclusion: Any decision-making regarding organizational talent management requires a series of prerequisites that affect the talent management process, and in this regard, organizational ethics should also be considered.

Introduction: talent management is the strategic management of talents in an organization. Its purpose is to ensure the optimal supply of talents to match the right people with the right occupations at the right time based on the strategic goals of the organization. The present study was conducted to identify and validate the talents management capabilities of managers and assistants for the Medical Sciences Club. Methods: The type of research is applied to the target and in terms of research method it is a mixture of qualitative and quantitative. In the qualitative stage, using semistructured interviews among 17 experts of Ahwaz University of Medical Sciences through targeted sampling and according to the data saturation criterion, talent management components were identified and analyzed by content analysis. In a quantitative step, a sample test was conducted with a survey approach. The statistical community in this section included all the managers and vice-chairs of the University of Medical Sciences who were 615. A stratified random sampling method was used for sampling. The sample size of 240 people was estimated using the Cochran formula. Results: Then, using a researcher-made questionnaire and using the structural equation modeling approach, after the content validity of the questionnaire was confirmed by experts. And reliability of the questionnaire based on Cronbach's alpha coefficient 0. 84was obtained. 107 codes were extracted from qualitative research data that were classified in five main categories. The quantitative findings also confirmed the structure of the talent management process, which involves identifying talent needs, attracting, developing potential capabilities, strategic use, and maintaining talent. Conclusions: Finally, based on quantitative and qualitative research, a model for talent management process in Ahwaz University of Medical Sciences was proposed. Therefore, the talent management process has five dimensions, which are related to the University of Medical Sciences. By addressing these dimensions, an important and better step can be taken to manage talent in the University of Medical Sciences.

The concept of talent management should be considered as one of the most important issues in the management of human resources now and in the future. Nowadays, organizations have found that if they want to be superior to competitors, they definitely need to design a comprehensive talent management system that can be considered as a tool for HRM activities. The purpose of this study was to explore and explain the components and indicators of talent management of human resources in organizations. This research in terms of target applied and in terms of research method, Descriptive of type Correlation and in terms of collecting data, it was survey. Initially, the dimensions, components and indicators of talent management, from theoretical foundations and studies carried out in relation to the research topic were identified and counted and based on them a researcher-made questionnaire was devised based on the extensive studies conducted in this field. The questionnaire validity was confirmed according to the views of professors, experts and academic experts.

The main purpose of this study was to analysis of quad components of talent management effect on organizational development in Iran agricultural higher education. The statistical population was included from 3395 faculty members’ state agricultural universities across the country employing table of Krejcie and Morgan, 355 participants were selected. A research instrument was a questionnaire which its content validity was confirmed by a panel of management and agricultural education experts at University of Tehran and Tarbiat Modares University. Also, its reliability, using related coefficients, met satisfied threshold value (0. 81-0. 94). Data processing in both descriptive and inferential statistics using SPSSwin22 and LISREL8. 5 software and achieve goals with structural equation modeling was conducted. According to the analyses, a significant correlation between the four components of talent management and organizational development indices were observed. Based on the results obtained from modeling, factors of identification, recruitment, retention and development of talent in agricultural higher education system had a significant effect on organizational development. Those four factors explained 68 percent of the total variance of organizational development in agricultural higher education system.

This study aimed to identify the components of a knowledge management-based talent management model specifically tailored for physical education teachers in Iraq. A qualitative research design using grounded theory methodology was employed. Participants included 15 experts selected through purposive and snowball sampling, comprising experienced physical education teachers, sports management faculty, and administrative personnel from the Iraqi Ministry of Education. Data were collected through semi-structured face-to-face interviews and analyzed using Strauss and Corbin’s three-step coding approach: open coding, axial coding, and selective coding. The interview transcripts were systematically examined to extract codes, categories, and conceptual linkages that formed the basis of the emergingmodel. The analysis resulted in six core elements of the model. Causal conditions included meritocracy, cultural development, compensation systems, professional development, legal requirements, and transparency. Contextual conditions involved organizational support, technology infrastructure, strategic alignment, job-person fit, and managerial attitudes. Intervening conditions were identified as political barriers, financial constraints, legal rigidity, and organizational adaptability. Strategic responses comprised in-service training, external training, talent retention, talent development, recruitment and deployment, and structured identification systems. Core strategies centered on conceptualizing talent and establishing management structures. The outcomes included enhanced teacher motivation, extra-role behavior, knowledge creation, knowledge transfer, organizational commitment, succession planning, and the formation of knowledge-centered educational institutions. The findings underscore the critical role of knowledge management in modernizing talent management practices for physical education teachers in Iraq. The resulting model offers a comprehensive and context-sensitive framework that addresses institutional, procedural, and human factors in the teacher development process, with potential implications for broader educational reform efforts in similar socio-political contexts.

Background and objective: The present study was conducted to evaluate the talent management model with emphasis on talent identification and talent development processes of human resources staff of Saipa Automotive Company. Method: This research is applied in terms of purpose and descriptive-correlational in terms of the data collection method. The statistical population of this study included all employees of the human resources unit of Saipa Automotive Company, numbering 260 people, using a random sampling method, and 155 people were selected as a sample. In order to collect data, a researcher-made questionnaire consisting of 40 closed-ended questions was used. The validity of the questionnaire was reviewed and confirmed using the opinion of experts in the relevant field and its reliability was calculated using Cronbach's alpha (94. 5%). After collecting and summarizing, the quantitative data were analyzed through structural equation modeling and the partial least squares method with the help of PLs software. Findings: The results of the analysis show that the two processes of talent development and talent identification can explain talent management, and on the other hand, the components of talent participation, talent training and improvement, and development of talent relationships have the greatest impact on the talent development process. Finally, the selection of talents, the establishment and use of talents, the recruitment and acquisition of talents, and finally the identification and identification of talent sources have the greatest impact on the talent identification process. Conclusion: The results of the research show that the process of talent identification includes identifying talented resources, attracting and acquiring, selecting and establishing and employing them, and the talent development process includes training and improving talents, attracting talent participation and developing talent relationships. The results of the present study indicate that creating a superior environment in order to attract, retain and develop employees requires that talent identification be considered as a key axis in the process of identifying, identifying, attracting, acquiring, selecting, establishing and employing talented resources.

This research aims to develop a theory of talent management. The research method is qualitative based on grounded theory. Data were gathered in investment market as theoric sampling and 16 interviews were done by managers of investment market. The results of open, axial and selective coding lead to develop Dual-core HR architecture theory. Based on this theory, organizations should differentiate their HR system into two sections (core). In the first core, non-key people (B players) and in the second core, key people (A players) should be managed.