Human Resource Management
Naseh rookhandeh; Kumars Ahmadi; Mahdi Hamzehpoor; Fatemeh Sohrabi
Abstract
Administrative discipline is one of the most important cohesive factors in the organization and plays a key role in improving the performance of organizations. It is necessary to identify the factors that strengthen it (drivers), so this research aims to identify the main and subcategories and key indicators ...
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Administrative discipline is one of the most important cohesive factors in the organization and plays a key role in improving the performance of organizations. It is necessary to identify the factors that strengthen it (drivers), so this research aims to identify the main and subcategories and key indicators of drivers of administrative discipline through a meta-synthesis method, one of the qualitative research and meta-study methods. In this research, some 67 scientific texts in Persian and English were discovered and extracted from reliable domestic and foreign websites and scientific databases between 2003 and 2022 AD and 1390 and 1401 AD. Finally, 28 research titles using the skills method critical assessment (CASP) were considered, and the main indicators were extracted through the document analysis method. After studying and extracting the key codes, these codes were aggregated and clustered, and the principal and subcategories were set. The findings showed that 12 main categories, 28 subcategories, and 120 indicators or primary codes were extracted. The main categories of drivers of administrative discipline included culture, trust, communication, order, empowerment, balance between life and work, spirituality, organizational participation, organizational justice, accountability, quality of work life, and motivation; the results of this research can significantly help managers and organizations develop and improve performance as the driving force of organizations and turn them into leading organizations in their field.IntroductionAdministrative discipline is one of the ways that guarantees order, efficacy, and observing regulations in the workplace (Ernest, 2021). If the staff has discipline, this will improve practical efficacy. (McCarter et al., 2022). Discipline is the key to a company's success in achieving its goals. (Astuti et al., 2020). Accordingly, during the last decade, numerous studies on administrative discipline have been done, whose common features are dispersion and lack of coherence in presenting the findings. This has caused problems for politicians and organizational administrators, as no coherent study synthesizes the past findings to present unified findings.Research questionsTherefore, the present study uses a meta-synthesis method and subsidiary indices and concepts of administrative discipline.Literature ReviewDisciplineAdministrative discipline consists of two words: discipline and administrative. In its common uses in the Oxford dictionary, discipline can mean rearing, taking care of regulations, approaching order, and even punishment. Referring to the etymology of this word and its idiomatic meaning will reveal its historical (meaning shift).The word discipline stems from the Latin discipulus, meaning follower, servant, and those around a religious agent. Also, the word discipline originates from the Indo-European’s dek or des, meaning derive, acceptance, and suitability (Tafazoli, 2014).Administrative disciplineThe issue of administrative discipline and how to tackle it is one of the responsibilities of personnel management in organizations. One responsibility of personnel management is determining administrative discipline principles, rules, and regulations to achieve organizational goals. Important issues exist in organizations, and administrative discipline is one of them. Administrative discipline is one of the prerequisites of any office and organization, and paying attention to it can be one of the main factors in organizational development (Daft, 2012).On the other hand, we witness many staff holding ideas, perspectives, and behaviors that dramatically affect the practical efficacy of various organizational units. Reforming staff behavior is among managers' main concerns and policies (Qolipour, 2019).MethodologyConcerning practical goals, this study is quality type and meta-synthesis in its strategy. This study uses the seven-stage method of Sandlooki and Burusu (2007). In this study, authentic scientific English and Persian texts have been considered. The period of this study was 2003 to 2022 and 1390 to 1401 solar years—the data analysis (previous documents). To have an organized scrutiny, the related articles and research, interior sites, Iran doc, Jahade Daneshgahi, and Civilica, and foreign sites like Emerald Inside, Scopus, and Science Direct have been used. The terms discipline, administrative discipline, and word discipline are used in the search process. Organizational discipline and staff discipline have been used. Based on the searches done, 126 articles, of which 40 (Persian) and 86 in English were found. Then, based on the acceptance criteria, 40 students for their titles, 20 for their abstracts, and 34 studies with the mentioned criteria were selected. Afterward, the texts' content was studied carefully, the main indices were derived, and the information was categorized. Then, all the determined components were derived based on meaning and summing up the given concepts. The researcher has tried to classify the concepts so that some were summarized into one component.Finally, to control the study's quality, the Kohen test and content validity have been used.ResultsFinally, the results showed that the issues of official regulations have five subsidiary titles consisting of centralized regulations (code 3), fair laws (code 6), supervision of laws (code 6), obeying the laws (code 4), and promoting the laws (code 5). The official control category has two subcategories: controlling efficacy (code 6) and preventive measures (code 4). The category behavior control has three subcategories: behavior evaluation (code 6), standardizing behavior (code 5), and self-control (code 2). The harmony category consists of two subcategories: internal harmony (code 5) and external harmony of behavior (code 2). Obedience has two subcategories: following the routines (code 5) and obeying orders (code 4). The responsibility category has two subcategories: responsibility toward the organization (code 4) and responsibility of duty (code 6). The category promotion has two subcategories: financial (code 5) and spiritual (code 5). Punishment has two subcategories: financial (code 5) and nonfinancial (code 3). Discipline routines have two subcategories: reconciliation (code 8) and forcible (code 4); self-discipline also has two subcategories: individual (code 3) and organizational (code 4). Guidance has two subcategories: giving directions (code 4) and attitude change (code 4). In order to control the study's quality, the Kohen test and content validity have been used.DiscussionThe main categories of administrative discipline were regulations and rules, official monitoring, harmony, obedience responsibility, promotions, punishments, discipline approaches, self-discipline, and official guidance.ConclusionBased on a comprehensive pattern that was attained from the meta-synthesis method and observing the commonalities of different ideas about administrative discipline, one can take more effective and purposeful actions to establish administrative systems, determine the laws of trial and discipline committees, moral manifesto, and finally unity of procedure and word. This comprehensive pattern can give managers and staff a more complete and more accurate definition of administrative discipline.AcknowledgementsHereby, we fully appreciate the efforts of all those who gave us a hand in doing this study.
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.
Hasan Boudlaie; Mohammadhosein Kenarroodi
Abstract
Start ups need the application of new management techniques and concepts. Gamification is considered as a useful tool for organizations and this qualitative research answers the main question of the research wich is that how can build a gamified process in the field of human resources, especially in ...
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Start ups need the application of new management techniques and concepts. Gamification is considered as a useful tool for organizations and this qualitative research answers the main question of the research wich is that how can build a gamified process in the field of human resources, especially in recruitment section of startups. In this research 12 people are interviewed. These people were experts of human resources and gamification. In relation to primary and secondary themes in the field of gamification design during recruitment process in order to improving the recruitment of proper human force for small and medium startup businesses, 8 primary themes and 21 secondary themes are recognized. 8 primary themes which are effective factors on designing gamified recruitment process for startups are as follows: designing work plan, recognizing the job skills of applicant, examining the job innovation of applicant, developing the technology substructures of organization, characteristics of applicant, recognizing the psychological capital of applicant, recognizing the social capital of applicant, and the applicant`s adjustment ability to job purposes. The final result is a framework for designing a gamified process which is suit for human resources especially in the recruitment section.
Vahid Khashei Varnamkhasti; Amirhossein Tayebi Abolhasani; Shirin Asadi Khanghah
Abstract
The journal of science and research of Management Studies (Improvement and Development) belong to Allameh Tabataba'i University In order to provide the latest theoretical and scientific findings on management focusing on the issues of evolution management.The purpose of this study is to examine and evaluate ...
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The journal of science and research of Management Studies (Improvement and Development) belong to Allameh Tabataba'i University In order to provide the latest theoretical and scientific findings on management focusing on the issues of evolution management.The purpose of this study is to examine and evaluate the form and content of the articles in this Journal. The research method is qualitative and based on content analysis and a descriptive-analytical approach is used to describe and evaluate the content of the articles in the target community. The statistical population of this study, 163 articles published in the last 7 years from No: 63 (spring 2011) to No: 86 (winter 2018) is the «Management Studies in Development and Evolution Journal». In order to describe the objective and qualitative content of the concepts, systematically and in the form of 11 parameters has been done. The results of the thematic study show that the articles are categorized in 13 general topics and 55 sub-topics, among which the subject of organizational behavior was the most discussed topic in the papers with the remaining 41/20 percent. Also, the rate of participation of researchers was well evaluated, as 417 researchers contributed to the writing of 163 articles, while the participation of Tehran universities was higher. Investigating research methods showed that descriptive-applied articles, quantitative research method and questionnaire's tools were well-known techniques of researchers in this field.
