Talent Management Strategies and Innovation Climate in Isfahan University of Medical Sciences

Susan Bahrami

Abstract


Background: Talent management (TM) strategies are one of the most important factors
that can change the innovation climate. The main aim of this research was to investigate the
influence of TM strategies on innovation climate in Isfahan University of Medical Sciences.
Methods: This was a cross-sectional study. The target population included all faculty
members. In this research, 242 faculty members were selected through accidental sampling
method. Data collection instruments were TM strategies questionnaire based on Collings and
Mellahi’s model and innovation climate questionnaire based on Luthans et al. model. The data analysis was done using Pearson correlation, one way ANOVA, t-tests and regression model.
Results: According to the results, TM strategies and innovation climates cores were 4.29±1.17 and 4.17±1.17, respectively. The results showed that there was a statistically significant relationship with TM strategies (open communication, employee development, rewards and recognitions, managing performance and open climate/culture) and innovation climate. As a result, all research hypotheses were confirmed.
Conclusion: TM strategies are a comprehensive, department wide program designated to
improve the employees’ satisfaction, strengthen the workplace learning and help the employees better manage the changes and transitions. The study suggested that talent management strategies are a comprehensive, department wide program designated to improve the faculty member’s satisfaction, strengthen workplace learning and help the employees better manage the changes and transitions.
Keywords: Talent management strategies, Organizational climate, Innovation climate


Full Text:

PDF

References


Collings DG, Mellahi K. Strategic talent

management: A review and research agenda.

Human Resource Management Review.

;19(4):304-13.

Al Ariss A, Crowley-Henry M. Self-initiated

expatriation and migration in the management

literature: Present theorizations and future

research directions. Career Development

International. 2013;18(1):78-96. doi:

1108/13620431311305962

Jones JT, Whitaker M, Seet PS, Parkin J.

Talent management in practice in Australia:

Individualistic or strategic? An exploratory

study. Asia Pacific Journal of Human Resources.

;50(4):399-420. doi: 10.1111/j.1744-

2012.00036.x

Cappelli P. A supply chain model for talent

management. People and Strategy. 2009;32(3):4-

McDonnell A, Collins D, Burgess J. Talent

management in the Asia Pacific. Asia Pacific

Journal of Human Resources. 2012;50(4):391-8.

Ready DA, Conger JA. Make your company a

talent factory. Harv Bus Rev. 2007;85(6):68-77,

Lockwood NR. Talent management: Driver

for organizational success. HR Magazine.

;51(6):1-11.

Du Plessis M. The role of knowledge management

in innovation. Journal of Knowledge Management.

;11(4):20-9. doi: 10.1108/13673270710762684

Kuenzi M, Schminke M. Assembling fragments

into a lens: A review, critique, and proposed

research agenda for the organizational work

climate literature. J Manage. 2009;35(3):634-717.

doi: 10.1177/0149206308330559

Eisenbeiss SA, van Knippenberg D, Boerner

S. Transformational leadership and team

innovation: integrating team climate principles.

J Appl Psychol. 2008;93(6):1438-46. doi: 10.1037/

a0012716

Proudfoot J, Jayasinghe UW, Holton C, Grimm

J, Bubner T, Amoroso C, et al. Team climate

for innovation: what difference does it make

in general practice? Int J Qual Health Care.

;19(3):164-9. doi: 10.1093/intqhc/mzm005

Mathisen GE, Einarsen S, Jorstad K, Bronnick KS.

Climate for work group creativity and innovation:

Norwegian validation of the team climate

inventory (TCI). Scand J Psychol. 2004;45(5):383-

doi: 10.1111/j.1467-9450.2004.00420.x

Huang YT. A study of the relationships among

team climate and organizational innovativeness

organizational characteristics as a moderating

variable. Unpublished master’s thesis, Chang

Jung Christian University, Tainan, Taiwan.

:1-161.

Sarros JC, Cooper BK, Santora JC. Building a

climate for innovation through transformational

leadership and organizational culture. Journal

of Leadership & Organizational Studies.

;15(2):145-58. doi: 10.1177/1548051808324100

Jaiswal NK, Dhar RL. Transformational

leadership, innovation climate, creative selfefficacy

and employee creativity: A multilevel

study. Int J Hosp Manag. 2015;51:30-41. doi:

1016/j.ijhm.2015.07.002

Shanker R, Bhanugopan R, Van der Heijden BI,

Farrell M. Organizational climate for innovation

and organizational performance: The mediating

effect of innovative work behavior. J Vocat Behav.

;100:67-77. doi: 10.1016/j.jvb.2017.02.004

West MA, Borrill CS, Dawson JF, Brodbeck

F, Shapiro DA, Haward B. Leadership clarity

and team innovation in health care. Leadersh

Q. 2003;14(4-5):393-410. doi: 10.1016/s1048-

(03)00044-4

Clegg C, Unsworth K, Epitropaki O, Parker G.

Implicating trust in the innovation process. J

Occup Organ Psychol. 2002;75(4):409-22. doi:

1348/096317902321119574

Mathisen GE, Einarsen S, Jorstad K, Bronnick KS.

Climate for work group creativity and innovation:

Norwegian validation of the team climate

inventory (TCI). Scand J Psychol. 2004;45(5):383-

doi: 10.1111/j.1467-9450.2004.00420.x

Wolverton M, Gmelch WH. College deans.

Westport: Oryx; 2002.

Heuer JJ. Succession planning for key

administrators at ivy-plus universities. 2003.

Rosse JG, Levin RA. The Jossey-Bass academic

administrator’s guide to hiring. San Francisco,

CA: Jossey-Bass; 2003.

Fulmer RM, Conger JA. Growing your company’s

leaders: How great organizations use succession

management to sustain competitive advantage.

New York: American Management Association;

Charan R. Leaders at all levels: Deepening your

talent pool to solve the succession crisis. San

Francisco: John Wiley & Sons; 2008.

Luthans F, Luthans KW, Luthans BC. Positive

psychological capital: Beyond human and social

capital. Bus Horiz. 2004; 47(1): 45-50. doi:

1016/j.bushor.2003.11.007

Babcock P. Succession planning: Tie talent needs

to current, future organizational direction.

Retrieved October. 2006;9:2008.

Boudreau JW, Ramstad PM. Talentship, talent

segmentation, and sustainability: A new HR

decision science paradigm for a new strategy

definition. Hum Resour Manage. 2005;44(2):129-

doi: 10.1002/hrm.20054


Refbacks

  • There are currently no refbacks.


Creative Commons License
This work is licensed under a Creative Commons Attribution 3.0 License.

pISSN: 2322-1097        eISSN: 2423-5857