Human Resource Management
Ebrahim Rajabpour
Abstract
The main objective of the present study is to investigate the effect of perceived socially responsible human resource management on employee job performance, with an emphasis on the mediating role of servant leadership. The statistical population of the present study was the employees and managers of ...
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The main objective of the present study is to investigate the effect of perceived socially responsible human resource management on employee job performance, with an emphasis on the mediating role of servant leadership. The statistical population of the present study was the employees and managers of the Bushehr Province Gas Company, with about 400 people. The statistical sample of the research was estimated to be 196 people using Cochran's formula, and 204 people were selected for more generalization of the research findings. The data collection tool was a questionnaire. The validity of the research tool was measured by the content and structure method. The reliability of the research tool was also measured using Cronbach's alpha method, which was calculated as 95%. The findings of the study indicate that perceived socially responsible human resource management has a positive and significant effect on job performance and servant leadership. Servant leadership has a positive and significant effect on job performance. Also, the positive and significant mediating role of servant leadership in the relationship between perceived socially responsible human resource management and job performance was confirmed.
Human Resource Management
Zahra Ghorbanimoaddab; Samad Rahimiaghdam; Nasser Sanoubar
Abstract
Human Resource Management (HRM), as a key aspect of organizational management, has always sought to enhance performance and facilitate organizational progress. With technological advancements and changes in employee needs, there is an increasing demand for innovative approaches that can adapt to the ...
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Human Resource Management (HRM), as a key aspect of organizational management, has always sought to enhance performance and facilitate organizational progress. With technological advancements and changes in employee needs, there is an increasing demand for innovative approaches that can adapt to the individual characteristics of each employee. One such approach is Personalized HRM, which focuses on improving employee experience, satisfaction, and performance by considering their individual differences.The research method employed is a systematic literature review (SLR), which allows for a comprehensive examination of existing studies. This study aims to explain the place of "Personalized HRM" in the current HRM literature and to conceptualize its dimensions and new ways to use it to improve organizational outcomes. In this context, 241 documents were identified, and 149 were selected for further analysis. The findings propose three main areas for future studies First, "use of more diverse methods (changing the dominant role of quantitative approaches to qualitative and mixed approaches)"; second, "emphasis on theoretical development and testing" due to the theoretical weakness of existing studies; and third, "conducting more studies in interdisciplinary and transnational (international) fields".
Human Resource Management
hamed dehghanan; Mir Ali Seyyed Naghavi; Mohammad Taghi Taghavifard; Mahmoud Mahdi
Abstract
Designing service compensation strategies is one of the sensitive, complex and challenging issues in human resource management in recent decades. Its requirement is to achieve strategic reference points and the aim of the research is to identify the dimensions and components that influence on the compensation ...
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Designing service compensation strategies is one of the sensitive, complex and challenging issues in human resource management in recent decades. Its requirement is to achieve strategic reference points and the aim of the research is to identify the dimensions and components that influence on the compensation strategies of managers in the automotive industry. The research method is qualitative in nature and practical in terms of purpose. The number of participants based on saturation The opinion was determined by the managers of automobile companies with more than ten years of work experience in this industry, and the information was collected and analyzed through semi-structured interviews with 14 experts who were selected according to the researcher's judgment. The theme was used to analyze and interpret the data from the interview. The findings of this research include eight organizing themes of basic salary (fixed payment), special salary (variable payment), mixed payments, allowances (income in addition to salary), Short-term and long-term rewards, benefits (special managerial facilities), managerial knowledge and decision-making skills, and the ability to recognize issues and solve problems are effective reference points in compensation strategies for managers in the automobile industry.
Akbar Hassanpoor; Hassan Rangriz; Yousef Vakili; Bahram Moazeni
Abstract
The Ambidexterity of human resource management refers to the ability of human resource management to discover and exploit talented employees. The purpose of this study is to identify the antecedents and components of ambidextrous human resource management and prioritize them. The research is applied ...
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The Ambidexterity of human resource management refers to the ability of human resource management to discover and exploit talented employees. The purpose of this study is to identify the antecedents and components of ambidextrous human resource management and prioritize them. The research is applied in terms of purpose, which has been done with a qualitative method based on content analysis and using interview tools. The statistical population of the study includes human resource management experts and managers of the Central Bank of the Islamic Republic of Iran who have at least a masterchr('39')s degree in human resources management and organizational behavior and have at least 5 years of experience in this organization. To select the sample, the method of judgmental sampling and snowball was used, which was interviewed with 19 people. After analyzing the data obtained from the interview, organizational, personal, managerial and environmental factors were identified as preconditions for dual-power human resource management. The components of human resource management were identified. Fuzzy AHP and ARAS techniques are used to prioritize the antecedents and components of human resource management.The results of the calculations showed that the factors of support and support of management, commitment of managers and management styles were ranked first to third, respectively, the most important factors affecting the duality of human resource management. Adaptive education, encouragement of self-study and sharing of learnings from the sub-components of education and development of the two powers were the highest.Introduction In dynamic environments, Organizations must take advantage of processes that produce both efficiency and creativity (and therefore innovation) (ambidextrous capabilities). Therefore, companies must simultaneously learn different methods and create balance and integration between heterogeneous learning streams. Ambidexterity refers to the ability to perform two activities simultaneously: exploration and exploitation, efficiency and flexibility, and alignment and compatibility. Ambidexterity deals with organizations simultaneously pursuing conflicting goals such as exploration and exploitation, efficiency and flexibility, or service and sales. Human resource management systems significantly help to meet these heterogeneous demands and effectively apply the human resource system that balances efficiency and innovation. Lack of human resource management ambidexterity may lead to problems in development initiatives. Past research shows the necessity of ambidextrous human resource management to manage innovation initiatives and ongoing manufacturing processes successfully. The Ambidexterity of human resource management refers to human resource management's ability to explore and exploit talented employees. An ambidextrous human resource management connects innovative and traditional HRM practices and principles, and it is critical to ensure the sustainable coexistence of exploration and exploitation and is necessary to cross crisis boundaries and resolve tensions between the two.Materials and MethodsThe research uses a qualitative method based on thematic analysis and using interview tools. In addition, in terms of the research design, it is of mixed exploratory type. The qualitative approach is based on thematic analysis using interview tools. The study population includes human resource management experts and managers of the Central Bank of the Islamic Republic of Iran who have at least a Master's degree in human resources management and organizational behavior and have at least five years of experience in this organization—the method of judgmental sampling and snowball used to select the sample. After collecting the data, the researchers coded the notes and produced classes or concepts in three stages to understand the antecedents and components of ambidextrous human resource management. Key concepts are classified into three formats: basic themes, organizing themes, and global themes. In the following, to prioritize the factors affecting the ambidextrous human resources management and the ambidextrous human resources management components identified in the previous stage, fuzzy AHP and fuzzy ARAS techniques were used.Discussion and ResultsAfter analyzing the data obtained from the interview with the thematic analysis method, the antecedents and components of ambidextrous human resources management are placed in four categories. The analysis results of the precursors of ambidextrous human resources management were 21 Basic themes, five organizing themes, and one global theme, and the components of ambidextrous human resources management included 28 basic themes, four organizing themes, and one global theme. Organizational, managerial, individual, and environmental factors are the organizing themes of ambidextrous human resources management antecedents. In addition, the organizing themes of ambidextrous human resources management’s components include ambidextrous hiring and Recruitment, ambidextrous Training and development, ambidextrous performance evaluation, and ambidextrous Compensation.ConclusionsThe results of pairwise comparison among the main factors of ambidextrous human resources management’s antecedents showed that managerial aspects have the most weight in the ambidexterity of human resources management and organizational, environmental, and individual elements are in the following ranks in terms of the importance of impact on the human resources management ambidexterity. Among the sub-criteria of factors affecting the ambidexterity of human resources management, the most critical factors include management support, the commitment of managers, and management styles.The results showed that among the main components of ambidextrous human resource management, the training and development of human resources has the most weight and is the most crucial component in human resource management ambidexterity. Among the sub-criteria of ambidextrous human resource management components, Adaptive training, encouraging self-study, and sharing knowledge and flexibility of the compensation system received the highest ranks, respectively.
Seyed Yaghoub Hosseini; Seyed Abass Mousavi; Abolfazl Ebrahimi
Volume 21, Issue 67 , April 2012, , Pages 200-226
Abstract
The role of human resource management in achieving competitive advantage has been analyzed in the past studies. But fewer researches have been attempted on the compatibility between human resource management strategies and business Strategies and its impact on organizational Performance. It seems that ...
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The role of human resource management in achieving competitive advantage has been analyzed in the past studies. But fewer researches have been attempted on the compatibility between human resource management strategies and business Strategies and its impact on organizational Performance. It seems that absence of such compatibility in many companies could affect decreasingly on the performance. So we need more researches in this field. The aim of this study is surveying compatibility between human resource management strategies and business strategies and its impact on organizational performance. Statistic society of this research is companies located in special economic zone of Bushehr. The main hypothesis of this study is that we can promote organizational performance through creating compatibility between human resource management strategies and business strategies. The type of this research is applied in terms of purpose; its approach is quantitative in terms of research procedure. This study is based on library and survey method. Data have been analyzed through structural equation modeling (averages comparison method. The results show that the performance is higher in the companies with compatibility between human resource management strategies and business Strategies, in comparison with the companies that don’t have this compatibility
Volume 20, Issue 63 , January 2011, , Pages 63-84
Abstract
In this paper, with usage of translational cost theory and internallabor market approach, two basic aspects in organizational jobs –measurability and competence – were defined. Next, by combiningthese attributes, four internal organizational structures were identifiedas the following: Relational ...
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In this paper, with usage of translational cost theory and internallabor market approach, two basic aspects in organizational jobs –measurability and competence – were defined. Next, by combiningthese attributes, four internal organizational structures were identifiedas the following: Relational team, primitive team, spot market,obligational market. Afterwards, the proper human resource practiceswere explained for each of these structures. Data were collected fromone of the largest service organizations of Iran. Using checklist, 400out of 4463 job titles, which were supposed to share more similaritieswith the mentioned structures were selected. A group of 156 managersand HRM specialists of ‘NAJA’ were chosen for explaining thesuitable HRM practices for each of the structures. Analysis of the datarevealed: in ‘primitive teams’ and ‘spot markets,’ job compensationwas only limited to the wage, and human resource planningencompasses a short period. Conversely, in ‘relational teams’ and‘obligation markets,’ compensations were various in type and werenot just limited to the wage, also, the HRM planning was for longerterms. Moreover, HRM control over ‘relational team’ and ‘primitiveteams’ took more internal forms such as socializing and buildingcommitment, while in ‘spot market’ and ‘obligation markets’ it wasexternal and formal.∗
seyed hoseyn abtahi; mohammad montazeri
Volume 19, Issue 57 , May 2008, , Pages 1-16
Abstract
Successful accomplishing of HR tasks and responsibilities in organizations depends on different factors such as their knowledge, abilities, skills and competencies. Some of management theorists belibe that competitive advantages in future will be shown in form of organization's abilities to managing ...
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Successful accomplishing of HR tasks and responsibilities in organizations depends on different factors such as their knowledge, abilities, skills and competencies. Some of management theorists belibe that competitive advantages in future will be shown in form of organization's abilities to managing information and knowledge. In this way, Competency Management (CM) is an important issue in the scope of knowledge management and knowledge management, also, is subordination of Human Resources Management (HRM). In this paper, we try to review the concept of competency- standard, competency profile, competency life cycle and etc, and to state the stages of the process of designing a competency model. Also, by emphasizing on the important tole of competency- based management in HRM, some advantages of using subsystems of HRM that are based upon competency have explained, and finally, some recommendations have offered for human resources managemers in organizations in our country.
jahanyar bamdad sofi
Volume 5, Issue 20 , February 1996, , Pages 151-170
Abstract
Nowadays,in most of the developed countries, systematic collection of social information and its submission to the labor department is obligatory for all kinds of businesses (ex. large, small. lucrative, non-luncrative, public, non-public, .... ) . But unfortunately, in our country, statement of social ...
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Nowadays,in most of the developed countries, systematic collection of social information and its submission to the labor department is obligatory for all kinds of businesses (ex. large, small. lucrative, non-luncrative, public, non-public, .... ) . But unfortunately, in our country, statement of social information is not carried out as financial statements. In this article the conception and the implications of social information systems are discussed, and the applications of such instruments as "Human Reources Accounting"(ex.social Balance - sheet) and "Social Audit" are evoked. Conception and Design of such information systems in our organizations could respond to the resolution of many social problems such as absenteeism, turnover, work incidents, low level of productivity,....
