Volume 4, Issue 3 (September 2025)
IJER 2025, 4(3): 1-16 |
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Nouri H, Ghorbani M, Akbari A, Fakouri Hajiyar H. (2025). Talent Management Model in Farhangian University Based on Qualitative Findings. IJER. 4(3), 1-16.
URL: http://ijer.hormozgan.ac.ir/article-1-446-en.html
URL: http://ijer.hormozgan.ac.ir/article-1-446-en.html
1- PhD student in Department of Educational Sciences, Ma.C., Islamic Azad University, Mashhad, Iran
2- Department of Public administration, Ma.C., Islamic Azad University, Mashhad, Iran ,mahmoud.gh@mshdiau.ac.ir
3- Department of Educational Sciences, Ma.C., Islamic Azad University, Mashhad, Iran
4- Department of Educational Sciences, Az.C., Islamic Azad University, Azadshahr, Iran
2- Department of Public administration, Ma.C., Islamic Azad University, Mashhad, Iran ,
3- Department of Educational Sciences, Ma.C., Islamic Azad University, Mashhad, Iran
4- Department of Educational Sciences, Az.C., Islamic Azad University, Azadshahr, Iran
Abstract: (1236 Views)
Objective: The present study aimed to propose a model for talent management in Farhangian University, designed in accordance with the local context, the teacher-training mission, and the university’s specific needs.
Methods: This research employed a qualitative approach with an inductive strategy, using qualitative content analysis. The study population consisted of experts, key stakeholders, higher education decision-makers, and faculty members in educational management. Purposeful and non-probability sampling was applied, and following the principle of theoretical saturation, 14 participants were selected. Data were collected through in-depth semi-structured interviews. To ensure data credibility, techniques such as prolonged engagement, continuous observation, and member checking were used. Data analysis was conducted using MAXQDA software.
Results: The analysis led to the development of a conceptual model with five main dimensions: talent identification and attraction, retention, evaluation and feedback, future-oriented talent development, and succession planning. Within these dimensions, 19 components and 71 indicators were extracted, providing a foundation for policymaking and human resource planning in Farhangian University.
Conclusions: By integrating theoretical and empirical data, the final model offers a systematic pathway for identifying, developing, and retaining talents in teacher-training institutions such as Farhangian University, thereby contributing to the achievement of the strategic goals of the national education system.
Methods: This research employed a qualitative approach with an inductive strategy, using qualitative content analysis. The study population consisted of experts, key stakeholders, higher education decision-makers, and faculty members in educational management. Purposeful and non-probability sampling was applied, and following the principle of theoretical saturation, 14 participants were selected. Data were collected through in-depth semi-structured interviews. To ensure data credibility, techniques such as prolonged engagement, continuous observation, and member checking were used. Data analysis was conducted using MAXQDA software.
Results: The analysis led to the development of a conceptual model with five main dimensions: talent identification and attraction, retention, evaluation and feedback, future-oriented talent development, and succession planning. Within these dimensions, 19 components and 71 indicators were extracted, providing a foundation for policymaking and human resource planning in Farhangian University.
Conclusions: By integrating theoretical and empirical data, the final model offers a systematic pathway for identifying, developing, and retaining talents in teacher-training institutions such as Farhangian University, thereby contributing to the achievement of the strategic goals of the national education system.
Type of Study: Original |
Subject:
Educational Studies
Received: 2025/05/17 | Accepted: 2025/07/24 | Published: 2025/09/1
Received: 2025/05/17 | Accepted: 2025/07/24 | Published: 2025/09/1
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