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واکاوی عوامل موثر بر اعتبار و شهرت سازمان های دولتی جهت جذب افراد با استعداد.. | ||
| مدیریت سازمانهای دولتی | ||
| مقالات آماده انتشار، پذیرفته شده، انتشار آنلاین از تاریخ 31 مرداد 1405 اصل مقاله (1.36 M) | ||
| نوع مقاله: اکتشافی | ||
| شناسه دیجیتال (DOI): 10.30473/ipom.2026.78387.5363 | ||
| نویسندگان | ||
| امیر حاتمی رک1؛ حسین خالقی* 2؛ سید مصطفی حدادی2 | ||
| 1فارغ التحصیل گروه مدیریت، دانشکده مدیریت و اقتصاد، دانشگاه پیام نور، تهران، ایران. | ||
| 2استادیار گروه مدیریت، دانشکده مدیریت و اقتصاد، دانشگاه پیام نور، تهران، ایران. | ||
| چکیده | ||
| این پژوهش با هدف واکاوی عوامل موثر بر اعتبار و شهرت سازمان های دولتی جهت جذب افراد با استعداد، با رویکرد کیفی انجام شده است. این مطالعه در سه بخش انجام گرفته است. در اولین مرحله با مطالعات کتابخانه-ای و اسنادی، ابعاد و مولفه های برنامه ریزی نیروی انسانی در بخش عمومی و عوامل مرتبط به آنها احصاء گردیدند. در ادامه با هدف به دست آوردن و طبقه بندی مفاهیم و تجربیات مشارکت کنندگان از عوامل موثر در جذب افراد بااستعداد مصاحبههای اکتشافی بر پایه راهبرد تحلیل محتوای کیفی، انجام گرفته است. مشارکت کنندگان شامل دوازده نفر از اساتید دانشگاه و خبرگان حوزه مدیریت بودند که از طریق نمونهگیری هدفمند گلوله برفی تا رسیدن به اشباع نظری انتخاب شدند.با مصاحبههای نیمه ساختاریافته باز و تحلیل آنها، 53 کد اولیه، 28 مقوله و 4 مضمون شناسایی گردید: درمرحله سوم مضامین حاصل از مصاحبه ها عوامل رفاهی ،عوامل منزلت اجتماعی، عوامل انگیزشی و عوامل رهبری توسعه تبیین شدند. نتایج نشان داد که هرچه حوزه رفاهی سازمان ها اعم از حقوق و دستمزد(جهت رفع نیازهای اولیه)، رفاهیات و تسهیلات وهمچنین ایجاد شان اجتماعی قوی، فراهم سازی زمینه برای رشد و توسعه فردی و ظهور و بروز خلاقیت و استعدادهای پنهان با فضایی مهیج توام با توجه ویژه به کرامت انسانی افراد و القای حس ارزشمندی تأثیر مثبت و معناداری بر جذب افراد با استعداد در سازمان ها دارند.علاوه بر این، شهرت و اعتبار سازمانی نقش مهم و معناداری در رابطه میان جذب نیروی متخصص و سازمان ایفا میکند. این یافتهها نشان میدهند که شهرت و اعتبار سازمانی فراتر از یک ابزار عملیاتی و کاربردی صدر مسیر استخدام افراد مستعد و متخصص نقشآفرینی میکند. | ||
| کلیدواژهها | ||
| سازمان دولتی؛ استعداد؛ تقاضای شغل؛ شهرت سازمان؛ استخدام | ||
| عنوان مقاله [English] | ||
| Exploring the Factors Influencing the Credibility and Reputation of Public Organizations in Attracting Talented Individuals | ||
| نویسندگان [English] | ||
| amir hatamirok1؛ hosein khaleghi2؛ seyed mostafa haddadi2 | ||
| 1MSc from the Department of Management, Faculty of Management and Economics,PayamNoorUniversity,Tehran,Iran | ||
| 2Assistant Professor, Department of Management, Faculty of Management and Economics, Payam Noor University, Tehran, Iran. | ||
| چکیده [English] | ||
| Introduction Talent attraction has become a critical challenge for government organizations, particularly in contexts characterized by economic pressures, labor-market constraints, and the continuing outflow of highly skilled human capital. In Iran, the persistence of brain drain alongside difficulties in attracting and retaining talented employees highlights a structural challenge for the public sector. Although previous studies have examined employer branding and organizational reputation, much of this literature has focused on private organizations and developed economies, with limited attention to the specific institutional and structural conditions of government organizations in developing and transitional contexts. Moreover, the interaction of welfare, social, motivational, and leadership factors with organizational reputation and credibility in attracting talented individuals has not been sufficiently integrated into a comprehensive framework. Therefore, this study aimed to identify the factors affecting the reputation and credibility of government organizations in attracting talented individuals and to determine the factors that increase job demand and employment among talented human resources. It also sought to develop operational strategies and measurable indicators that could assist policymakers and senior public-sector managers in strengthening organizational attractiveness and addressing the challenge of talent attraction. Methodology The study was fundamental in terms of purpose and employed a qualitative research approach using conventional content analysis. Participants consisted of university professors and experts in human resource management and manpower planning in the public sector who were selected through purposive snowball sampling. Data collection continued until theoretical saturation was reached, resulting in 12 participants. Data were collected through exploratory semi-structured interviews based on two main questions and complementary probing questions. Interviews were recorded with participants’ consent, transcribed verbatim, and analyzed through three stages of open, axial, and selective coding. The analysis resulted in 53 initial codes, 28 categories, and four overarching themes. To enhance the trustworthiness of the findings, the criteria of credibility, transferability, dependability, and confirmability proposed by Guba and Lincoln were applied. Member checking, peer examination, direct observation, and researcher engagement with the research context were also used to strengthen the validity of the findings. Findings The analysis identified four major themes, 28 categories, and 53 initial codes related to talent attraction in government organizations. The first theme, Welfare Factors, comprised nine categories, including purchasing power, job security, competitive compensation and benefits, payment fairness, performance-based rewards, welfare facilities, and transparency in compensation. The second theme, Social Status Factors, included five categories associated with social prestige, employee personal branding, professional networks, organizational reputation and credibility, and competitiveness of the work environment. The third theme, Motivational-Progress Factors, consisted of nine categories, including innovation, organizational culture, specialized knowledge, professional experience, targeted training, career advancement, individual development, talent development, and employee motivation. The fourth theme, Leadership Factors, comprised five categories emphasizing a stimulating work environment, teamwork, creativity, respect for human dignity and individual rights, and attractive career and promotion opportunities. A central finding was that organizational reputation and credibility play a pivotal and mediating role in attracting talented individuals. Welfare, social, motivational, and leadership factors affect job demand more effectively when they are perceived through the lens of a reputable and trustworthy organization. Thus, organizational reputation functions as a mechanism through which internal organizational characteristics are transformed into external employer attractiveness. Discussion and Conclusion The findings demonstrate that the attraction of talented human resources in government organizations cannot be explained solely by salary, job security, or individual employment benefits. Rather, organizational attractiveness emerges from the interaction of welfare conditions, social status, motivational and developmental opportunities, and leadership practices, with organizational reputation and credibility serving as a central mechanism connecting these factors to talented individuals’ employment preferences. This finding suggests that government organizations seeking to compete for highly skilled human capital should adopt a multidimensional approach that simultaneously improves employee welfare, strengthens organizational reputation, creates meaningful opportunities for professional development, and promotes supportive and participatory leadership. From a practical perspective, the four identified dimensions can be translated into operational policies and measurable indicators for public-sector organizations. Strengthening compensation and welfare systems, improving organizational reputation, establishing transparent career-development pathways, expanding training and mentoring, supporting innovation and teamwork, and promoting dignity and fairness can enhance the attractiveness of government organizations to talented individuals. Such measures may also contribute to higher employee productivity and retention and, in the longer term, help mitigate the continuing outflow of skilled human capital. The study therefore concludes that organizational reputation and credibility should be regarded as a strategic component of public-sector human resource policy rather than merely as an organizational image-building instrument. Future research may further examine the mediating mechanisms of organizational reputation, its interaction with employer branding, and the role of variables such as age, work experience, specialized knowledge, and foreign-language proficiency across different government organizations. | ||
| کلیدواژهها [English] | ||
| Public organization, Talent, Job Demand, Organization Reputation, Recrui | ||
| مراجع | ||
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آمار تعداد مشاهده مقاله: 9 تعداد دریافت فایل اصل مقاله: 8 |
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