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.
Akbar Hassan poor; Yousef Vakili; Saeed Jafari Nia; Esmaeil Khorram
Abstract
One of the basic and important components in mutual interactions between the leader and the follower is trust in superior leadership style. Therefore, the purpose of this study is to determine the priority of the effect of each of the leadership styles on trust in the leader and to examine the consequences ...
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One of the basic and important components in mutual interactions between the leader and the follower is trust in superior leadership style. Therefore, the purpose of this study is to determine the priority of the effect of each of the leadership styles on trust in the leader and to examine the consequences of the mediating role of trust through the meta-analysis of existing research in this field.This research is practical in purpose and quantitative in terms of the nature of data. The statistical population of the study includes 257 valid domestic and foreign articles, 76 of which were analyzed using the judgment method and CMA2 software to analyze them. The results of the analysis showed that among the 11 identified and effective leadership styles for trusting the leader, the highest effect was related to empowering leadership (0.889), adaptive leadership (0.835), authentic leadership (0.780) and ethical leadership (0.704). Servant (0.622), transformational (0.673), participative (0.613), distributed (0.480), charismatic (0.430), paternalistic (0.290) and transactional (0.234) leadership styles are the next priority. The results of meta-analysis also show that trust in the leader is important due to its mediating role in relation to leadership style, and among the 23 most susceptible variables of trust in the leader, the largest effect is related to: Perception of the effectiveness of the leader (0.701), organizational, emotional commitment (0.654), high potential team feeling (0.626), acceptance and capacity for organizational change (0.526) and Psychological Well-being (0.505).
Hamed Khamehchi; Mehdi Kheirandish; Akbar Hassanpoor; Yusef Vakili
Abstract
The purpose of this study was to identify the antecedents and consequences of work-life balance using a meta- analysis approach. The present study is descriptive in terms of purpose, practical in terms of usage and quantitative in terms of type of data. The study population consists of articles and thesis ...
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The purpose of this study was to identify the antecedents and consequences of work-life balance using a meta- analysis approach. The present study is descriptive in terms of purpose, practical in terms of usage and quantitative in terms of type of data. The study population consists of articles and thesis in internal and external database in the field of work- life balance from 2013 to 2018, that 25 cases were entered through meta-analysis process with a non- random purposive sampling method. Selected studies were analyzed using CMA2 software (Comprehensive Meta-Analysis Software). Findings showed that among the antecedents of work-life balance, respectively, personal skills (0.564), high workload (-0.444), job control (0.416), family support (0.345), job flexibility (0.335), supervisor support (0.333), work-family conflict (-0.325), and work-family enrichment (0.323) had the greatest effect. Also among the consequences of work-life balance were organizational commitment (0.590), employee mental security (0.504), life satisfaction (0.471), employee wellbeing (0.465), employee health (0.406) had the greatest effect
