مدیریت استعدادها در سازمان‌های رسانه‌ای:عوامل مؤثر بر انگیزش استعدادها برای فعالیت در سازمان صداوسیما

نوع مقاله : علمی پژوهشی

نویسندگان

1 استادیار گروه مدیریت رسانه، دانشگاه صداوسیما، تهران، ایران

2 دانشیار گروه مدیریت صنعتی، دانشگاه امام صادق (ع)، تهران، ایران

3 کارشناس ارشد مدیریت رسانه، دانشگاه صداوسیما، تهران، ایران

چکیده

این پژوهش با هدف شناسایی و رتبه‌بندی عوامل اصلی مؤثر بر افزایش تمایل استعدادها برای همکاری با سازمان صداوسیما با روش دلفی رتبه‌بندی انجام شده است. در راند اول، داده‌ها از طریق مصاحبه عمیق با 30 نفر از خبرگان انتخاب‌شده به روش نمونه‌گیری هدفمند جمع‌آوری و به کمک روش کدگذاری کیفی تعداد 245 کد مرتبط با موضوع شناسایی شد که با حذف متشابهات به 64 عامل منحصربه‌فرد رسید. این 64 عامل در سه دسته مقوله‌بندی شدند. راندهای دوم و سوم با هدف انتخاب 5 عامل اصلی در هر دسته اجرا شد. راند چهارم نیز با هدف تعیین رتبه‌بندی این عوامل اجرا و محاسبه ضریب w کندال نشان از دستیابی به اجماع نظر بسیار قوی میان اعضای مشارکت‌کننده بود. نهایتاً رتبه‌بندی سه دسته عوامل اصلی ناظر بر ماهیت و فضای شغلی، عوامل اصلی ناظر بر ساختار سازمانی و عوامل اصلی ناظر بر حقوق، مزایای ویژه و امکانات رفاهی تعیین گردید. توجه به این عوامل می‌تواند انگیزه دو چندانی برای استعدادها جهت فعالیت در سازمان صداوسیما به‌عنوان صنعتی خلاق که مهم‌ترین رکن موفقیت در آن سرمایه‌های انسانی‌اش است، ایجاد کند.
 

کلیدواژه‌ها

موضوعات


عنوان مقاله [English]

Talent Management in Media: Talent Motivational Factors to Work at IRIB

نویسندگان [English]

  • Siavash Salavatian 1
  • Gholamreza Godarzi 2
  • Ehsan Torshizi 3
1 Assistant Professor, Department of Media Management, Faculty of Communication and Media, IRIB University, Tehran, Iran
2 Associate Professor, Department of Industrial Management, Imam Sadegh University, Tehran, Iran
3 M. A in Media Management, Faculty of Communication and Media, IRIB University, Tehran, Iran
چکیده [English]

The current research set out to identify and rank motivational factors that may reinforce talented individuals to work at the Islamic Republic of Iran Broadcasting Company (IRIB) through Delphi Ranking. In the first stage of the study, a comprehensive interview was conducted with a purposive sample of 30 experts based on which 245 related factors were initially detected through qualitative coding method. Next, similar factors were eliminated leading to 64 unique factors which were subcategorized into three major categories.  The second and third stages of the study involved scrutinizing the five main factors in each category. Further, the identified factors were ranked and the calculation of the Kendall coefficient indicated a strong consensus among participating experts. Ultimately, three main factors were delineated including those influencing the occupational nature and space, the main factors governing organizational structure and those impacting remunerations, extra benefits and welfare facilities. Taking these factors into account can function as added incentive for the talented to cooperate with the IRIB that might be considered as a creative industry with human capital as the strongest predictor of its success.
 

کلیدواژه‌ها [English]

  • Integrated Management of Talents
  • Intellectual Capital
  • Islamic Republic of Iran Broadcasting Talents
Allson, k. (1990). Strategy Development: pastpresent and future. Management Decision journal, 33(6), 24.
Alnıaçık, E., Alnıaçık, Ü., Erat, S., & Akçin, K. (2014). Attracting talented employees to the company: Do we need different employer branding strategies in different cultures? Procedia-Social and Behavioral Sciences, 150, 336-344.
Aris, A. Bughin, J. (2014). Managing media companies: harnessing creative values. Translated by: IRIB’s Deputy of Planning and Supervision, Tehran: Tarhe Ayandeh. (In Persian)
Artero, J. P., & Manfredi, J. L. (2016). Competencies of Media Managers: Are They Special? Managing Media Firms and Industries, 43-60.
Bolman, D. (2002). Reframing organizations: Artistry,choice,and leadership. San Francisco: Harvard press, 1-366.
Callings, D., & Mallahi, K. (2009). Strategic Talent Management: A review and research agenda. Human Resource Management, 19(4), 304-313.
Costello, J., & Oliver, J. (2018). Human Resource Management in the Media Handbook of Media Management and Economics, 7, 95-110.
Christensen Hughes, J., & Rog, E. (2008). Talent management: A strategy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contemporary Hospitality Management, 20(7), 743-757.
D'Amato, A., & Herzfeldt, R. (2008). Learning orientation, organizational commitment and talent retention across generations: A study of European managers. Journal of Managerial Psychology, 23(8), 929-953.
De Boeck, G., Meyers, M. C., & Dries, N. (2018). Employee reactions to talent management: Assumptions versus evidence. Journal of Organizational Behavior, 39(2), 199-213.
Duttagupta, R. (2005). Identifying and managing your assets: Talent management. london: PricewaterhouseCoopers, 1-8.
Gay, M. (2009). Building tomorrow's talent: a practitioner's guide to talent mangement and succession planning, Tehran: Saramad (In Persian).
Küng, L. (2016). Strategic Management in the Media: Theory to Practice: SAGE, 1-256.
Leekha Chhabra, N., & Sharma, S. (2014). Employer branding: strategy for improving employer attractiveness. International Journal of Organizational Analysis, 22(1), 48-60
Loeb, M. (1995). Ten commandments for managing creative people. Fortune journal, 131(1),l35-136.
Logan, K. (2000). Bertelsmann's chief is fired after clash with ownership. New York Timmes journal, 7.
Lowrey, W., & Gade, P. J. (2012). Changing the news: The forces shaping journalism in uncertain times: Routledge, 1-320.
Lubing , S. (1981). Library as place: results of a delphi study. Journal of the Medical Library Association, 93(3), 315-377.
Mahler Bethke-Langenegger, & Staffelbach, B. (2011). Effectiveness of talent management strategies. European Journal of International Management, 5(5), 524-539.
Mahmoodi, M.(2013). Identification and ranking of factors affecting talent management, attracting and retaining human capital. Master's thesis for industrial engineering.Tehran:Tarbiat Moalem University- Technical College (In Persian).
McGregor, D. (1960). The human side of enterprice. New York: Hill press.
Mogimi, S. M. Golipour, A. Javaheri zadeh, E. (2014). Identification and ranking of key staff indicators for managing organizational talent. Human Resource Management Research Journal of Emam Hosein University, 3(17), 165-191 (In Persian).
Phillips, D., & Roper, K. (2009). A framework for talent management in real estate. Journal of Corporate Real Estate, 11(1), 7-16.
Roger, C. (2007). Talent Management (A New Look at the Development of Human Capital). Translated by: Gopudarzi, M. A. Hoseini, S. J., Tehran: Rasa (In Persian)
Roshandel Arbatani, T. Sharifi, S. M. (2014). The Path Reputational Capital Toward Media Reputation, Tehran: Elmifarhangi (In Persian).
Sadeghi, M. 23 (2009). Systemic View of Creativity. Tehran: Imam Hossein University)In persian(.
Shapero, A. (2002). Organizational citizenship behaviors: a critical review of the theoretical and empirical litrature and suggestions for future research. Journal Of Management, 26(3), 22-29.
Story, J., Castanheira, F., & Hartig, S. (2016). Corporate social responsibility and organizational attractiveness: implications for talent management. Social Responsibility Journal, 12(3), 484-505.
Tahmasebi, R. Golipour, A. Javaheri zadeh, E. (2012).Talrnts Management: Identification and ranking of factors affecting the absorption and maintenance of scientific talents. Public Management Research Journal,(17), 5-26 (In Persian).