Diagnosing Talent Management in Hoze-ye Honari of Islamic Advertising Organization: A Phenomenological Study

Document Type : Research Paper

Authors

1 Ph.D. Student Department of Management and Economics Science and Research branch, Islamic Azad University, ‎Tehran, Iran.‎‏ ‏‎ ‎

2 Associate Professor, Faculty of Management and Economics, Islamic azad university,Tehran north branch ‎

3 Assistant Professor, Faculty of Management and Economics, Science and Research branch, Islamic Azad University, ‎Tehran, Iran ‎

4 Professor, Faculty of Management and Economics, Science‏ ‏‎ and ‎‏ ‏Research ‎‏ ‏branch, Islamic Azad University, Tehran, ‎Iran. ‎

5 Associate Professor, Department of Sociology, University of Tehran, Iran‎

Abstract

Abstract
Government agencies often have not successful experience in identifying, attracting, cultivating, and retaining talent. This study, which was conducted with a phenomenological approach, sought to discover and understand the causes of failure of governmental organizations by focusing on cultural organizations in the field of talent management. The results showed that these causes can be classified into three categories: conceptual (theoretical), managerial and organizational. To avoid the harmful costs of wasting human capital, it is recommended to review the methods of talent identification, talent management and talent development in Hoze-ye Honari.
Introduction
Utilizing the capabilities of human capital in government organizations, especially in developing countries, is not well done and even in some of them, we saw evidence of conscious repulsions and hostile encounters with organizational talent. Jealousy of the elites, rejection of elites, the imposition of career plateau or their dismissal from the leadership circuit are all among the evidences of this costly organizational phenomenon which is called elitism in the organization. If this complication is not controlled, many costs will be imposed on the organization, including the flight of human capital. Cultural organizations are no exception. But so far no study has been done to identify and explain the causes and reasons of talent management problems in cultural organizations. Most of the researches in this field are related to industrial organizations, academic institutions, oil and gas companies, automobile companies and customs, which have often been conducted quantitatively and in the context of the positivist paradigm. This study seeks to address this research gap and, using the phenomenological approach, to understand the essence and theme of cultural managers' experiences of the phenomenon of talent management and the obstacles to its realization. Therefore, the purpose of this study is to analyze the lived experience of cultural managers of the concept of talent management and obstacles to its realization in cultural organizations.
Case study
The scope of research in this study is limited and includes the lived experiences of senior and middle managers and key talents in Hoze-ye Honari of Islamic Advertising Organization of I.R.I.
Materials and Methods
This research is a qualitative study and is interpretive in terms of research philosophy; inductive in terms of research approach; phenomenological in terms of research strategy; a one-way research in terms of method selection; cross-sectional in terms of time horizon and data collection and an analysis method research based on in-depth interview, in which the analysis of semantic units are based on the four-step Moustakas model. Participants in this study included senior managers, middle managers, employed artistic talents and rejected talents who had in-depth experience in talent management, 15 of whom participated in the study using purposive sampling method. In order to measure the reliability of the research, the retest reliability method was used, the value of which was calculated equal to the formula of 81 per cent and shows the desired reliability of the research. The validity of this study was done through the study of participants (interpretive validity) as well as external audit.
Discussion and Results
In this study, 10 themes emerged as the main obstacles to the realization of talent management (antecedents), which can be classified into three categories: theoretical (conceptual) factors, managerial factors and organizational factors. Also, the lack of a talent management system in Hoze-ye Honari in recent years has had devastating effects on both the individual and organizational dimensions.
 
Conclusion
Underlying factors that have led to the failure of talent management in the field of art are: ambiguity in the definition of talent, disagreement in determining the characteristics of talented people, failure in talent management and talent development, lack of a codified plan to cultivate talent, failure to documenting successful experiences, lack of tolerance dealing with talents, ingratitude of talents to themselves, unbalanced organizational structure for talent management, lack of performance-oriented performance appraisal system and politicization of the organization. The findings of this study showed that the lack of talent management system in Hoze-ye Honari has destructive consequences such as: growth of talents individually and spontaneously not organizationally, talent abandonment, depletion of talent, talent killing, talent exhaustion and loss of talent. Researchers recommend that the first step to remove obstacles and correct policy-making to implement a talent management system in Hoze-ye Honari is to define talent accurately, to determine the characteristics of talented people, and delineate and clarify the boundaries of talent. The results show that the share of managerial factors in the realization of the talent management system is more than other factors. Therefore, it is recommended that senior art managers should take serious steps to dominate the culture of talent in Hoze-ye Honari in one hand, and on the other, by eliminating the obstacles identified in this study, to prevent the loss and leakage of current talents. The results also showed that the current organizational structure is not sufficient to establish a talent management system. This structure needs to be revised. Researchers recommend that in order to transform the Hoze-ye Honari into a talent-based organization, it is necessary to establish a new unit called Strategic Talent Management.

Keywords

References

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Public Management Researches
Volume 14, Issue 53 - Serial Number 53
November 2021
Pages 167-197

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