شناسايي معيارهاي مشاغل حياتي و كليدي براي جذب و حفظ استعدادها در شركت ملي نفتكش ايران

Identification of Critical and key Jobs' Criteria for Talent Attraction and Retention in National Iranian Tanker Company

هدف پژوهش حاضر شناسايي معيارهاي مشاغل حياتي و كليدي در شركت ملي نفتكش ايران (NITC) در جهت جذب و حفظ بهتر استعدادهاي سازمان بوده است. رويكرد پژوهش حاضر كيفي بوده و از جنبه شيوه گردآوري داده‌ها از نوع توصيفي (مطالعه موردي) مي‌باشد. جامعه آماري پژوهش، مديران و كارشناسان شركت ملي نفتكش ايران در نظر گرفته شده است. با استفاده از روش نمونه‌گيري هدفمند، داده‌هايي از 12 شركت‌كننده در طي دو مرحله جمع آوري گشت؛ به گونه‌اي كه در مرحله نخست با ابزار مصاحبه (12 مصاحبه) داده­هاي كيفي استخراج شد. سپس با تحليل تِم، معيارهاي مشاغل حياتي و كليدي تعيين شدند. در مرحله دوم پژوهش به منظور تعيين اهميت معيارها نسبت به يكديگر، پرسشنامه مقايسات زوجي تنظيم و ميان خبرگان سازمان توزيع شد. پرسشنامه‌هاي ­ مذكور، بر اساس فرايند تحليل سلسله مراتبي (AHP) و از طريق نرم­افزار اكسپرت‌چويس تحليل شدند. در نهايت، مدلي براي مشاغل حياتي با 7 بعد و مدلي ديگر با 3 بعد براي شناسايي مشاغل كليدي تنظيم گشت.

Abstract The purpose of this study was to identify the criteria of critical and key jobs in National Iranian Tanker company to better attract and retain talents in the organization. In the present study, a qualitative approach was taken and it was descriptive (case study) in terms of data collection. The participants were chosen from managers and experts in National Iranian Tanker Company (NITC). Based on purposive sampling, data were collected from 12 participants in two stages. In the first stage, qualitative data were collocated through 12 interviews. Then, the criteria of critical and key jobs were identified via thematic analysis. In the second stage, investigators designed and submitted a paired-comparison questionnaire to organizations' elites in order to determine the importance of criteria. The aforementioned questionnaires were analyzed based on AHP technique and via Expert Choice software. Conclusively, a model comprising of 7 dimensions for critical jobs and a model with 3 dimensions for key jobs were set. Introduction There is a noticeable association between strategy and human resources. The SHRM literature focuses on human resource (HR) management systems as resources of competitive advantage, and employees as strategic assets. According to Armstrong (2009), strategic human resource management is an approach to decision making on the intentions and strategy of the organization about employment relationship and the organization's staffing, training, improvement, performance management, compensation, employee strategies, policies and practices. Talent Management has become one of the most prevalent terms in strategic human resource management and as the most effective tool to gain competitive advantage and value creation. Collings and Mellahi (2009) define strategic TM as activities and processes that involve the systematic identification of key positions which differentially contribute to the organization's sustainable competitive advantage, the development of a talent pool of high potential and high performing incumbents to fill these roles, and the development of a differentiated architecture to facilitate filling these positons with competent incumbents and to ensure their continued commitment to the organization. Strategic positions are those impact strategy and exhibit high variability in employee performance