چكيده لاتين
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The present study was conducted with the aim of presenting a talent management model in Mobarakeh Steel Company. This study was developmental in terms of its purpose and was conducted in two qualitative and quantitative sections. In the qualitative section, the data collection tool was a review of domestic and international articles related to the subject, as well as sources of Mobarakeh Steel Company documentation, and semi-structured interviews. In this section, 15 managers and experts of Mobarakeh Steel Company were interviewed using purposive sampling. The Strauss and Corbin comparative method, including three stages of open coding, axial coding, and selective coding, was used to analyze the data. The results of the interview analysis led to the extraction of 86 concepts that were classified into 5 categories including causal conditions, axial phenomena, contextual factors, strategies, and consequences. In the second stage of the study, 1600 managers and experts of Mobarakeh Steel company were selected as the statistical population, and based on the Morgan table, the sample size was estimated to be 310 people. The quantitative research data were collected through a researcher-made questionnaire. The validity of the questionnaire was confirmed through the content validity ratio and content validity index, and its reliability was confirmed through Cronbachʹs alpha, and then distributed. Of the 310 distributed questionnaires, 300 questionnaires were returned. Structural equation modeling and confirmatory factor analysis were used with Amous software to analyze the data. The results showed that causal conditions including two categories of external factors with the subset of paradigm shift from traditional human resource management to modern human resource management worldwide, the prestige of the organization, ISO and other standards, environmental requirements for the company in the field of competence and the creation of evaluation centers, strategy map, the image of Mobarakeh Steel Company as a leader among successful industrial and economic enterprises in Iran and the image of being the first in the Middle East, and internal factors with the subset of employing local management in the organization, the organizationʹs technology, the complexity of the organizationʹs business, the growth of human capital, intelligence and the use of intelligent systems, the increase in the level of employee expectations, the expectations of applicants and steel consumers, and the inclusion of the industry perspective and upstream documents in the organizationʹs strategies had a significant effect (with a coefficient of 0.89) on the pivotal phenomenon of differentiating talented personnel with the subset of differentiating individual characteristics and differentiating personality characteristics. Also, the effect of differentiating talented personnel on contextual factors including two categories of organizational management with the subset of manager support, having leadership ability, accepting talent management, commitment to social responsibility, social-emotional competence of managers and organizational characteristics with the subset of organizational rules and regulations, organizational financial status, informing achievements in the steel newsletter, organizational excellence, organizational culture, relationship with the university, being a model and benchmark of the steel company, and knowledge system governance (with a coefficie
