Human Resource Management
Nasim Afshar-kaveh; Alireza Koushkie Jahromi; Mir Ali Seyyed Naghavi; saeed zarandi
Abstract
Moonlighting is a widespread and increasingly prevalent phenomenon in today's society, forcing human resources managers to develop new strategies for managing their workforce by deeply understanding this pervasive issue and its causes. Thus, the typology of moonlighting and its causes as well as alignment ...
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Moonlighting is a widespread and increasingly prevalent phenomenon in today's society, forcing human resources managers to develop new strategies for managing their workforce by deeply understanding this pervasive issue and its causes. Thus, the typology of moonlighting and its causes as well as alignment checks were the goals of the current study. In terms of its primary goal, the method utilized to collect qualitative data, and the Meta-synthesis methodology, this study is qualitative. For this purpose, a new configuration of the moonlighting phenomena was provided using the seven step model of Sandlovsky and Barroso. In this study, reliability was evaluated using Holstein's method, while validity was checked using Glynn's checklist. After examining and analyzing the results of the systematic review, four types of moonlighting—compulsory moonlighting, targeted moonlighting, full moonlighting, and hybrid moonlighting—as well as three categories of environmental, occupational, and individual antecedents—were discovered. After placing each type of moonlighting according to the components of the three antecedents, the moonlighting model was established as the cornerstone of organizational studies.
Alireza Koushkie Jahromi; Moein Abdolmohamad Sagha; Saeed Zarandi
Abstract
The current study aims to present a typology of alignment of the employee mistakes types’ and learning from them with the internal marketing approach. The authors review the literature and in-depth overview of the theoretical foundations in the area of employees' mistakes and how to learn from ...
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The current study aims to present a typology of alignment of the employee mistakes types’ and learning from them with the internal marketing approach. The authors review the literature and in-depth overview of the theoretical foundations in the area of employees' mistakes and how to learn from them with an internal marketing approach in organizations. And then, based on the mutual orientation of the internal marketing matrix and combining it with employee mistakes typologies have achieved an analytical framework. Finally, the Delphi method has been used to inform the opinions of the experts to measure the correctness of the framework. Experts who were human resource experts and scholars were selected by the Purposive sampling method. The findings showed that stretch and sloppy mistakes are in line with transactional marketing methods, in such a way that stretch mistakes with energising and sloppy mistakes are associated with code-breaking. On the other side, the aha-moment and high-stakes mistakes are in line with relational marketing methods, in such a way that there are aha-moment of diffusing and the high-stakes mistakes with authorising. Considering the findings of the consensus of the experts, it can be concluded that there is an alignment between different types of employee mistakes and internal marketing approaches.Introduction Employee mistakes should not be observed as events to be disregarded or unseen but as chances for creative learning. Such a direction is viewed to positively affect learning and act of and inside organizations (Harteis et al., 2008). According to the review of existing literature on people's mistakes and their role in the domestic market, it has been determined. Therefore, in this research, we try to strengthen the literature in this field. The aim of the current research is a typology of mistakes by examining internal issues. In the following, the theoretical literature of the research was carefully described, and the background of the research was made by examining the most up-to-date research and internal research related to the current research topic from reliable databases. Then, the current research methodology is discussed, and the findings and conclusions are presented. The research's main question is: Is there alignment between the types of mistakes of employees and internal stakeholders? Literature ReviewEmployee mistakes Palmer et al. (2010) describe a mistake as "actions of oversight or commission by individuals or groups of individuals, performance in their organization functions, that create surprising harmful consequences with an included social cost." Like this, employee mistakes can damage organizational performance (Naveh et al., 2015; Palmer et al., 2010). 2.1.1. Learning from MistakesMistakes are frequently recognized as an annoying side effect of human learning, though they can be a valuable experience resource empowering learning if acknowledged. We cannot learn from mistakes if we do not agree to take them (Kucharska, 2021). 2.1.1.1. Mistake ToleranceWhile organizations take success as confirmation of current organizational knowl-edge, defeats, and errors call it into question (Weinzimmer & Esken, 2017). Internal MarketingTo et al. (2015) described internal marketing as "observing employees as internal clients, seeing jobs as internal goods that satisfy the needs and wants of these clients while dealing with the organization's purposes." MethodologyThe current research method is one of the survey methods, the Delphi. Delphi is a systematic method or approach in research to collect opinions from a group of experts on a topic or a question.ResultsAccording to the results obtained from the literature review and the consensus of the experts, it was found that stretching and sloppy mistakes are aligned with transactional marketing methods; in this way, stretching mistakes are aligned with energetic learning and sloppy mistakes with decoding learning. On the other hand, it was found that momentary and risky mistakes are aligned with relational marketing methods; In this way, momentary mistakes are aligned with distributed learning, and high-risk mistakes with empowerment-based learning. These cases are summarized in the table below . Discussion A learning-centric culture of mistakes tolerance might not rise in those organizations which induce staff to shirk or even hide errors. In order to finally start a learning procedure, the acting individual has to experience concern for the event. Many events are considered errors (Harteis et al., 2008). Alsinnovativeart learning from errors is one of the important belongings of innovative organizations (Khorakian & Jahangir, 2018). In the present research, the Delphi working group was held in two rounds to reach a consensus. In the first round, the respondents scored the items based on their agreement or disagreement with them, and in the second round, they revised their opinion based on the average of the opinions of the first round. The results of the experts' consensus at the end of the second round are reported below.Conclusion According to the consensus of experts, there is an alignment between different types of employee mistakes and internal marketing. Based on the results, it is suggested that organizations use the internal marketing approach to allow their employees to make mistakes and welcome their mistakes by creating a culture of acceptance of mistakes and by using relational and transactional internal marketing methods (according to the type of mistake) Creating a space to facilitate learning from mistakes.Discussion and Resultswe identified and prioritized the consequences of BD in 7 major Category including: 1-process 2-people 3-product 4-physical evidence 5-promotion 6-place 7-price. And Challenges of BD in 4 Category including: 1- Ethical and privacy issues 2- Management and financial issues 3- Technological, human and organizational challenges 4- Data reliability and data accessConclusionsOn the demand side, there has been a massive transformation in consumer behaviour. Consumers have become more experienced, independent and irrational due to changes in their values, lifestyles and demographic patterns. This has forced the supply side to shift from mass marketing to personalized marketing through the rules of market segmentation. The production process has also become more consumer centric. Furthermore, as a sign of a new era in ICTs, concepts such as big data, IoT and AI have recently gained significant importance in many sectors because the developments in ICTs have accelerated worldwide. Tourism is one of the important fields that use these concepts and will also be influenced to a great extent. Such changes will occur in the “P”s of tourism and hospitality marketing on the supply side and consumer behaviour on the demand side. As for the retransformation of tourism and hospitality marketing, new forms of “P”s can be explained as below: First, tourism products and services will be redesigned with the help of ICTs. Products and services will become more destination-oriented and smart destinations will be the core of tourism products and services. Second, the ability to use information technology and develop more technology-oriented products and services will be an indicator of pricing and value. Third, the place where all purchasing and transactions to be handled will become much more virtual. Finally, the promotion will also be more virtual-centric, where consumer decision-making can be influenced by the experience of other consumer peers and more personalized communication channels will be part of online or virtual marketing.
Mahdi Alizadeh; Alireza Koushkie Jahromi; Behnosh Fouladi
Abstract
In organizations today, employees are expected to be involved and creative in their work and to show initiative. Achieving such a situation requires organizations to create conditions in the workplace where there are sufficient sources of motivation and energy. These motivational resources are considered ...
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In organizations today, employees are expected to be involved and creative in their work and to show initiative. Achieving such a situation requires organizations to create conditions in the workplace where there are sufficient sources of motivation and energy. These motivational resources are considered as job resources. The main purpose of this study was to determine the effect of job resources and cultural intelligence on meeting basic job needs, work involvement and job performance of Karafarin Bank employees. Therefore, in this study, the effect of established factors on the job performance of Karafarin Bank employees, including job resources and cultural intelligence on basic job needs, work conflict and job performance of Karafarin Bank employees has been investigated. The present research is applied in terms of purpose, in terms of data collection is descriptive (non-experimental) research and field studies. . Data were collected using a questionnaire. In this study, in order to analyze the data, the structural equation modeling method was used to investigate the significance of the assumed effect of the variables on each other. work conflict has the highest positive and significant effect on task performance and also cultural intelligence has the lowest positive and significant effect on work conflict.
Mir Ali Seyed Naghavi; Alireza Koushkie Jahromi; Somaye Lalegani
Abstract
Nowadays, many researchers accept the idea that organizational ambidexterity- the ability to exploit existing resources at the same time to explore new information - is key to organizational survival. The main purpose of this study is to investigate the effect of formal and informal coordination mechanisms ...
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Nowadays, many researchers accept the idea that organizational ambidexterity- the ability to exploit existing resources at the same time to explore new information - is key to organizational survival. The main purpose of this study is to investigate the effect of formal and informal coordination mechanisms in individual ambidexterity by empirical examination of 114 firms in the field of electronics. The scope of formal mechanisms was evaluated by individual decision - making authority and duty recognition. A social network analysis was conducted to measure three informal mechanisms, network continuity, heterogeneity, and informal of network relationships. both exploratory and confirmatory factor analysis were used to confirm the structures. The hypotheses were tested based on the hierarchical regression analysis. the results showed that two main hypotheses could be confirmed. A reverse U - correlation was found between individual professionalism and professionalism. this study is carried out at the individual level and its results are generalizable, review and use at organizational levels
