Document Type : Original Article


1 PhD student in Public Management, Human Resources, Dehaghan Branch, Islamic Azad University, Dehaghan, Iran

2 Department of Management, Dehaghan Branch, Islamic Azad University , Dehaghan, Iran

3 Associate Professor of Management, Khorasgan Branch, Islamic Azad University, Khorasgan, Iran.


Purpose: The purpose of this study is to design and explain the development model of future managers based on talent management and personality types with the grounded theory approach in the headquarters of the National Social Security Organization.
Method: This research was conducted with a qualitative-inductive approach and Strauss-Corbin's grounded theory method. The research tool was a semi-structured interview. Using the grounded theory method, the data obtained from interviews with 12 elites and qualified specialists of the Social Security Organization were analyzed in three open, axial, and selective coding stages.
Findings: 19 general categories in the form of a paradigm model in which these factors include causal conditions (individual factors, organizational factors, lack of proper selection, knowledge and skills of employees), central phenomenon (future managers based on talent management and personality types), contextual conditions (Organizational context, Talent Selection, Talent utilization), intervening conditions (psychological (individual) factors, Individual factors, Management factors), and strategies (Talent sourcing, Empowerment of managers and employees, Proportion of job and employment, Succession, Foresight and Cognitive Strategy) and Consequences (Organizational results, Public satisfaction, Futurization).
Conclusion: Conclusion: Recent developments in the field of human resources have made this field doubly important. Organizations try to employ the most specialized people at management levels, and therefore talent management, as a key king, examines the types of situations involved in this field. Proper use of talents leads to success and puts the organization on the right track.


Al Awadhi, K. M. A. K. (2018). The Implementation of Talent Management Practices in UAE Organizations (Doctoral dissertation, The British University in Dubai (BUiD)).
Albert, D., Kreutzer, M. and Lechner, C. (2015), “Resolving the paradox of interdependency and strategic renewal in activity systems”, Academy of Management Review, 40 (2):  210-234
Armagnac, S., Al Ariss, A., & N’Cho, J. (2021). Talent management in turbulent times: Selection, negotiation, and exploration strategies for talent management in the aeronautics and space industries. The International Journal of Human Resource Management, 1-29.
Beikzadeh, Yousefi Saeedabadi, Saffarian Hamedani, S. (2021). Identifying the dimensions of futurism in medical universities of Mazandaran province. Medicine and Cultivation, 28 (4), 69-80. [in Persian].
Chan, J. Balkova, M. (2022). Digital Transformation in HR. International Conference on Entrepreneurial Competencies in a Changing World, 6: 135.
Claus, L. (2019). HR disruption----Time already to reinvent talent management.  BRQ Business Research Quarterl.
Creswell, J. W. (2005). Educational Research: Planning, Conducting, and EvaluatingQuantitative and Qualitative Research. University of Nebraska–Lincoln. 2nd edition. De Boeck, G., Meyers,
Dries, N., (2018). Employee reactions to talent management: Assumptions versus evidence, Journal of Organizational Behavior, Vol. 39, No. 42, pp. 199-213.
Fernández, W. D. (2004). Using the GlaserianApproach in Grounded Studies of Emerging Business Practices. Electronic Journal of Business Research Methods,2(2).
Fitza, M.A. (2017), “How much do CEOs really matter? Reaffirming that the CEO effect is mostly due to chance”, Strategic Management Journal, 38(3):  802-811.
Ganesh, R., & Tyagi, R. (2021). Managing the shortage of skilled construction workers in india by effective talent management in new normal–technology perspective. International Journal of Management (IJM), 12(5).
Glaser, B. G., & Strauss, A. L. (1965). Awareness of Dying. Id. The Discovery of GroundedTheory: TheStrategies for Qualitative Research.
Guba, E. G., & Lincoln, Y. S. (1994). "Competing Paradigms in Qualitative Research", In N. K.
Halder, U. K. & Juthika, S. (2012). Human resource management. New Delhi, India: Oxford University Press.
Harsch, Katharina, Festing, M. (2019), Dynamic talent management capabilities and organizational agility—A qualitative exploration, ORIGINAL ARTICLE.
Hillmann, J., Duchek, S., Meyr, J., & Guenther, E. (2018). Educating future managers for developing resilient organizations: The role of scenario planning. Journal of Management Education, 42(4), 461-495. ‏
Hongal, P., Kinange, U. (2021). A study on talent management and its impact on organization performance-an empirical review. International Journal of Engineering and Management Research, 10.
Jones, M. D., Hutcheson, S., & Camba, J. D. (2021). Past, present, and future barriers to digital transformation in manufacturing: A review. Journal of Manufacturing Systems, 60, 936-948.
Kataoka, K. Morikawa, K. Takahashi. Strategic Human Resource Management Simulation Considering Work Elements, Skills, Learning and Forgetting. 25th International Conference on Production Research Manufacturing Innovation: Cyber Physical Manufacturing. 39, 633-1640. (2019)
Khalili A., Gholami, A., Daneshfard, K. (2021). Identifying and measuring the factors affecting talent management in Iran's national gas industry (Case study: Fajr Jam Gas Refining Organization) Human resource management in the oil industry; 11 (43): 139-160. [in Persian]
Kreiner, G.E. (2016), “Tabula Geminus: a ‘both/and’ approach to coding and theorizing”, in Elsbach, K.D. and Kramer, R.M. (Eds), Handbook of Qualitative Organizational Research: Innovative Pathways and Methods, Routledge, New York, NY: 350-361.
Lee, M.Y. and Edmondson, A.C. (2017), “Self-managing organizations: exploring the limits of less-hierarchical organizing”, Research in Organizational Behavior,  37: 35-58
Liu, Y., Vrontis, D., Visser, M., Stokes, P., Smith, S., Moore, N. Ashta, A. (2020). Talent management and the HR function in cross-cultural mergers and acquisitions: The role and impact of bi-cultural identity. Human Resource Management Review, 100744. ‏
Malekzadeh, Gh., & Sadeghi, S. (2017). Human resource management strategy in the digital age based on big data. Technology Growth, 13 (2): 62-70.
Martin, A. (2015). Talent management: Preparing a “Ready” agile workforce. International Journal of Pediatrics and Adolescent Medicine, 2(3-4), 112-116.
Meyers, M. C., Van Woerkom, M., Paauwe, J., & Dries, N. (2020). HR managers’ talent philosophies: Prevalence and relationships with perceived talent management practices. The International Journal of Human Resource Management, 31(4).
‏MIHALCEA, A. (2017). Employer Branding and Talent Management in the Digital Age. Management Dynamics in the Knowledge Economy, 2: 289-306.
Morgan, M., 2017. The Employee Experience Advantage. John Wiley & Sons, Hoboken.
Mothe, T. U. Nguyen-Thi. (2021). Does age diversity boost technological innovation? Exploring the moderating role of HR practices. European Management Journal.
Nelis, D. Kotsou, I. Quoidbach, J. Hansenne, M. Weytens, F. Dupuis, P. (2011). Increasing emotional competence improves psychological and physical well-being, social relationships, and employability. Emotion, 11: 354-366.
Ocasio, W., Laamanen, T. and Vaara, E. (2018), “Communication and attention dynamics: an attentionbased view of strategic change”, Strategic Management Journal, 39 (1): 155-167.
Rajabipour Meybodi, A., Mohammadi, M. (2021). Designing an integrated talent management model using thematic analysis. Human Resource Studies, 10 (3), 79-104. [in Persian]
Reiman, J. R. L. Kaivo-Oja, E.-P. Takala, T. Lauraeus, E. Parviainen. (2021). Human factors and ergonomics in manufacturing in the industry 4.0 context – A scoping review. Technology in Society. 65.
Roshan, A., Barzegar, K., Yaghoubi, M. (2021). Designing a basic model of a talent management system. Public Management Research, 13 (47), 161-188. [in Persian]
Rüth, R., & Netzer, T. (2020). The key elements of cultural intelligence as a driver for digital leadership success. Leadership, Education, Personality: An Interdisciplinary Journal, 1-6.
Sandler, S., (2003), "The Changing Face of Talent Management". HR Focus. Vol. 80, No 5: 13-15.
Schmitt, A., Raisch, S. and Volberda, H. (2018), “Strategic renewal: past research, theoretical tensions and future challenges”, International Journal of Management Reviews, 20(1):  81-98
Schwarzmüller, T., Brosi, P., Duman, D., & Welpe, I. M. (2018). How does the digital transformation affect organizations? Key themes of change in work design and leadership. mrev management revue, 29(2), 114-138.
Sengupta, A., Lalwani, S., Goswami, S., & Srivastava, P. (2021). Reinventing HR functions with SMAC technologies-an exploratory study. Materials Today: Proceedings, 46, 10169-10174.
Sigler, T. H., & Pearson, C. M. (2000). Creating an empowering culture: examining the relationship between organizational culture and perceptions of empowerment. Journal of quality management, 5(1), 27-52. ‏
Steffensen, D. S., Ellen, B. P., Wang, G., & Ferris, G. R. (2019). Putting the “management” back in human resource management: A review and agenda for future research. Journal of Management, 45(6), 2387–2418.
Strauss, Anselm and Corbin, Juliet. (2009). Principles of qualitative research method. Translated by Buick Mohammadi. Tehran: Institute of Humanities and Cultural Studies. second edition.
Strauss, Anselm L., & Corbin, J. (1990). Basics of Qualitative Research: Grounded Theory Procedures and Techniques, Sage.
Van den Broek, J., Boselie, P., & Paauwe, J. (2018). Cooperative innovation through a talent management pool: A qualitative study on coopetition in healthcare. European Management Journal, 36(1), 135-144.
Wee, E.X.M. and Taylor, M.S. (2018), “Attention to change: a multilevel theory on the process of emergent continuous organizational change”, Journal of Applied Psychology, Vol. 103 (1): 1-13
Wiblen, S., & McDonnell, A. (2020). Connecting “talent” meanings and multi-level context: A discursive approach. The International Journal of Human Resource Management, 31(4), 474–510
Zhou, Y., Liu, G., Chang, X., & Wang, L. (2021). The impact of HRM digitalization on firm performance: investigating three‐way interactions. Asia Pacific Journal of Human Resources, 59(1), 20-43.