Showing 4 results for Human Capital
Zahra Moazam Babasheikhali, Fariba Karimi, Saeid Karimi,
Volume 14, Issue 7 (10-2014)
Abstract
Introduction: Intellectual capital is a key factor in innovating, creating and maintaining competitive advantage in a knowledge-based economy. Considering intellectual capital in the academic context is necessary to create innovation and gain competitive advantage. This study aimed to investigate the relationship between intellectual capital and organizational innovation among university faculty members.
Methods: : In this descriptive correlational study, 248 faculty members of Isfahan University 0f Medical Sciences were selected through stratified random sampling in 2014. The data was collected through Bontis`s Intellectual Capital questionnaire and Ismail`s Organizational Innovation questionnaire. The collected data were analyzed using descriptive statistics, correlation test, and stepwise regression analysis.
Results: The results showed a significant correlation between intellectual capital and organizational innovation (p <.05, r =.457). Furthermore, it was found that intellectual capital was a good predictor of organizational innovation (r2 =.209).The results of regression analysis showed that human capital index accounted for 20.5% of the variance in organizational innovation in step 1. Human capital and relationship explained 23.1 % of variance in organizational innovation in step 2. Staff viewpoints based on gender, educational level, work experience, academic rank, and the faculty they worked in did not reach statistical significance.
Conclusion: Regarding the significant positive correlation between intellectual capital and organizational innovation, it seems necessary to pay attention to invisible intellectual capital in universities. Thus, university administration should benefit more from human, structural and relational capitals to create innovation.
Maryam Moeeni, Masih Saboori, Zahra Mohammadi Khoshooi,
Volume 18, Issue 0 (4-2018)
Abstract
Introduction: Any personal decision to invest in higher education requires evaluation of its economic return. This paper aimed to analyze the expected economic return of general medicine and medical specialty programs from the viewpoints of general medicine students.
Methods: This study was a descriptive, cross-sectional, applied study. Using Gorjesy & Morgan table, a total of 208 general medicine students were selected from Isfahan University of Medical Sciences in 2016. The internal rate of return (IRR) method was applied to evaluate the investment in general medicine and medical specialty programs. Data collection tool was a questionnaire designed according to Hackman & Oldham’s standard job motivation questionnaire with the items adjusted for general medicine and medical specialty programs. The content validity and repeatable reliability were confirmed by experts’ opinion and inter-cluster correlation coefficient (r=0.82) respectively. Data were analyzed in Stata 12.
Results: The students believed that the general medicine and medical specialty programs had higher expected return in comparison to competing fields with medical specialties having the greatest expected return among all of the assessed fields of study. The expected return of general medicine and medical specialty programs was higher for the male students.
Conclusion: Medical students showed an economically oriented behavior in choosing their field of study. They considered their expected economic evaluations in deciding to continue their studies in general medicine and medical specialty programs. Thus, economic components of the future job were one of the factors of studying in medical fields.
ٍelham Keykha, Ahmad Keykha,
Volume 21, Issue 0 (4-2021)
Abstract
Introduction: Talent management, especially in higher education, is important due to the main role it can play in tackling the global challenges and development of different countries. This study endeavored to identify the components of talent management of faculty members in universities of Medical Sciences Based on internal and external studies.
Methods: This study sought for the keyword of talent management of faculty members through meta-synthesis in both national (2006 to 2020) and international (2000 to 2020) academic databases: Magiran, Ensani, SID and databases: Scopus, Science Direct, Emerald, Google Scholar. Finally, after screening and reading, 26 articles were selected.
Results: The gathered data were analyzed through the Sandolowski and Barso's seven-step method. A total of 178 key concepts and 20 Subcategories were reached as follows: talent identification, systematic approach to talent identification, identification of individual and professional competencies, review and correction of recruitment indicators, systematic recruitment process, talent selection, human capital development and academic development, efficient human resource management, effective evaluation and monitoring, infrastructure development and improvement, substitution, supportive attitude to maintenance, professional maintenance, management-executive policies in maintenance, competitive spaces, functionalism, talented university culture and collective culture in the university. Likewise, six major categories of talent identification, talent acquisition, talent development, talent retention, competitiveness and core performance, establishing a talent culture were reached.
Conclusion: Findings of this study underlined the importance of such components as talent retention, talent identification, talent development, talent acquisition, competitiveness and central performance, as well as the establishing a talent culture. This way,planning the development of talents in different ways is suggested.
Mandana Arash,
Volume 24, Issue 0 (5-2024)
Abstract
Introduction: Succession planning is a strategic approach for the long-term future of an organization. It compensates the lack of expertise due to the departure of employees by transferring and preserving knowledge. Considering the lack of experienced nurses in clinical centers and the challenge of employing new nurses, the researcher decided to present the factors affecting human capital based on the succession approach in nurses in a form of a model.
Methods: This practical research adopts mixed approach. In the qualitative part, the participants were 12 experts using the purposeful sampling method and in the quantitative part the samples were 148 nurses working in Alborz and Fayaz hospitals who were selected through simple random method. They entered the study in the academic years 2022-2023. The data collection tools were semi-structured interviews and researcher-made questionnaires.
Results: After analyzing the content factors affecting succession were extracted in the form of four factors (education, culture, management, and resources) which were used as a framework for developing a questionnaire. The sufficiency and factor loading of the data were checked by the factor analysis method and the factor of organizational resources and the component of organizational justice were found to have the greatest effect on the succession and the designed model was evaluated under the category of very good models.
Conclusion: Succession approach is a smart way of thinking to preserve experienced staff in the organization. The policy makers of the nursing profession who face the challenge of the absence of expertise are prioritizing the factors to circulate knowledge and create an effective pool of talents in the profession. Under such circumstances, future needs can be dealt with and access to goals and survival in treatment organizations seems to be easier.
