شناسایی و رتبه‌بندی چالش‌های منابع انسانی به منظور ارتقای بهره‌وری دورکاری در سازمان های دولتی
محورهای موضوعی : مدیریت بازرگانیمهدی خیراندیش 1 , ناصر عسگری 2
1 - دانشیارگروه مدیریت دولتی، دانشکده مدیریت دانشگاه هوایی شهید ستاری، تهران، ایران
2 - استادیار گروه مدیریت دولتی دانشکده مدیریت دانشگاه هوایی شهید ستاری، تهران، ایران
کلید واژه: سازمان دولتی, منابع انسانی, دورکاری, چالش‌های اجرا,
چکیده مقاله :
گسترش گونه های مختلف سازمان های مجازی از جمله دورکاری از پدیده های نوظهور همزمان با عصر اطلاعات است که بهره وری آن مستلزم شرایط خاصی است. در این پژوهش از میان پیش نیازهای گوناگون مورد نیاز برای اجرای موفق و بهره‌ور دورکاری در سازمان های دولتی ایران به شناسایی و رتبه بندی چالش هایی منابع انسانی پرداخته شده است. پژوهش حاضر اکتشافی-پیمایشی و از نوع کاربردی است. جامعه آماری تحقیق در مرحله شناسایی چالش‌ها، تعداد 230 نفر از مدیران و کارشناسان ستادی وزارت تعاون، کار و رفاه اجتماعی بود که تعداد 144 نفر به روش نمونه‌گیری تصادفی طبقه ای انتخاب شدند و در مرحله رتبه‌بندی از تعداد 10 نفر از خبرگان جامعه آماری به روش نمونه‌گیری قضاوتی هدف‌مند استفاده شد. چالش‌های منابع انسانی از طریق مطالعه پیشینه نظری و تجربی شناسایی شدند و داده های مورد نیاز به کمک پرسش نامه محقق‌ساخته گردآوری و از طریق تحلیل عاملی اکتشافی و روش تحلیل مؤلفه‌های اصلی و تحلیل سلسله مراتبی مورد تجزیه و تحلیل قرار گرفتند. نتایج تحقیق نشان داد چالش های مرتبط با مسائل شغلی، ویژگی‌های شخصیتی، کیفیت زندگی کاری، نگرش فردی، صلاحیت فردی و ویژگی‌های شخصی به‌ترتیب مهم ترین چالش‌های منابع انسانی افراد دورکار را تشکیل می‌دهند.
An inevitable consequence of the information era is the rise in the number of various virtual organizations such as telecommuting which can be productive if a number of conditions are met. The current exploratory applied survey aimed to identify and rank order challenges in human resources which are among prerequisite conditions determining the extent of productivity and efficiency of telecommuting. The research data were collected employing a researcher-made questionnaire that was developed based on an extensive literature review to tap human resource challenges. The questionnaire was administered to the cluster sample comprising 144 managers and experts who had been selected randomly from a population of 230 at the challenge identification stage. In the ranking stage, a purposeful sample of 10 experts was selected to rank order the challenges. The data were further analyzed through Exploratory Factor Analysis, Principal Components Analysis and Analytic Hierarchy Process. The findings indicated that challenges relevant to occupation-related factors, personality traits, career quality, individualistic attitudes, professional qualifications and personal characteristics were respectively considered as the most important human resources challenges of telecommuters.
Alvani, S. M. (2015). Public Management. Tehran: Ney Publication, (In Persian).
Amiri, M., & Niri Industry, S. (2011). Teleworking and Interaction with Customers with a Theoretical Approach: With Emphasis on Stakeholder Theories, Brokerage and Transaction Costs, Proceedings of the National Conference on Telework in the Administrative System, Challenges and Solutions, (In Persian).
Campbell, J., & Heales, J. (2016). Factor Structure of Individual Consequences for Teleworking Professionals. Australasian Journal of Information Systems, 20, 1-23.
Clark, L. A., Karau, S. J., & Michalisin, M. D. (2012). Telecommuting Attitudes and the Big Five Personality Dimensions. Journal of Management Policy and Practice, 13(3), 31-46.
European Institute of Social Studies. (1998). Models of Industrial Relations in Telework Innovation Handbook. Rome: Models of Industrial Relations in Telework innovation Consortium.
Fathian, H., & Jahani, M. (2011). Bimonthly Daneshvar Bahavior. 50(18), 61-80, (In Persian).
Ghadipasha, M., Najibzadeh, H., Gharedaghi, J., Hassan Moradi, N., Mahdavi, M. (2015). Identifying the Effective Factors Influencing the Necessity of Teleworking Adoption from the Managers Point of View in Legal Medicine Organization. IJFM, 21(2), 127-138, (In Persian).
Handy, S. L., & Mokhtarian, P. L. (1996). The Future of Telecommuting. Futures, 28(3), 227-240.
Haqiqi Kafash, M., Almasi Fard, M. R., & Bamdad Soufi, J. (2014). Investigating the Human Resource Activities Affecting Perceived Productivity of Teleworkers. Productivity Management, 8(31) , 7-35, (In Persian).
Hazak, A. (2018). Perceived Usability of Teleworking Options in Creative Knowledge Work. 10th International Conference on Knowledge and Smart Technology.
Laurent, T., & Flore, B. (2010). Telework: A Challenge to Knowledge Transfer in Organizations. The International Journal of Human Resource Management, 21(13), 2503-2520.
Mamdoohi, A. R., Mojtahedzadeh, M., & Ali Moradi, M. (2010). Estimation of Telework for a Sample of Government Employees Based on Organizational Characteristics. Autumn and Winter, 29-44, (In Persian).
Management Specialists Group. (2010). Teleworking, How to Have a Successful Office at Home. Translated by: M., Hashemi, Tehran: Qatreh, (In Persian).
Mehrabi, J., & Tarlani. S. (2014). Identification of Effective Factors on the Implementation of Telework Regulations in Qazvin Executive Agencies and Providing Practical Solution. Development and Transformation Management Journal, 65-74, (In Persian).
Memarzadeh, G. R., & Abolmaali, F. S. (2012). Impact of Telework on the Performance of Employees of the Ministry of Cooperatives, Labor and Social Welfare. Management Research Quarterly, 23(4), 1-10, (In Persian).
Mike, G., Hodson, N., & Gordon, G. (1994). Teleworking Explained. Chichester: John Wiley & Sons.
Mohebali Poor, M., Amiri Rad, A., & Khaef Elahi, A. A. (2017). Analyzing and Solving Challenges to Implementing the Teleworking Program in Iran: Delphi Method. The first National Conference of Iranian Management, (In Persian).
Monavarian, A., & Asgari, N. (2016). Organization in Industry, Information and Knowledge Age. Tehran: Tehran University Publication, (In Persian).
Pérez, M. M., Sánchez, A. M., Carnicer, P., & Jiménez, M. (2004). A Technology Acceptance Model of Innovation Adoption: The Case of Teleworking. European Journal of Innovation Management, 7(4), 280-291.
Peters, P., Tijdens, K., & Wetzels, C. (2001). Factors in Employees’ Telecommuting Opportunities, Preferences and Practices. 6th International ITF Workshop.
Qanbari, A. A., & Bakht Joo, S. (2011). Telexorking (Foundations, Principles and Methods). Tehran: Faraazma Publication, (In Persian).
Richard, L. (2012). Telecommuting: Implementation for Success: International Journal of Business and Social Science, 3, 20-29
Sharit, J., Czaja, S., Hernandez, M., & Nair, S. (2009). Employment of Employees with High Experience for Telecommuting. Human Factors and Ergonomics in Manufacturing, 19, 457-477.
Tahavori, Z. (2012), Teleworking in the Organization of Documents and National Library of Islamic Republic of Iran. Quarterly National Studies on Library and Information Organization, 23(4), 74-93, (In Persian).
Taskin, L. (2009). Introducing Telework in a Public and Bureaucratic Environment: A not Conventional Change? Louvain. Center for Research in Entrepreneurial Change & Innovative Strategies, 43, 294-310.
Vega, R. P., Anderson, A. J., & Kaplan, S. A. (2015). A Within-Person Examination of the Effects of Telework. Journal of Business and Psychology, 30(2), 313-323.
Weinert, C., Maier, C., & Laumer, S. (2015). Why Are Teleworkers Stressed? an Empirical Analysis of the Causes of Telework-Enabled Stress. Internationalen Tagung Wirts Chaftsinformatik.
_||_Alvani, S. M. (2015). Public Management. Tehran: Ney Publication, (In Persian).
Amiri, M., & Niri Industry, S. (2011). Teleworking and Interaction with Customers with a Theoretical Approach: With Emphasis on Stakeholder Theories, Brokerage and Transaction Costs, Proceedings of the National Conference on Telework in the Administrative System, Challenges and Solutions, (In Persian).
Campbell, J., & Heales, J. (2016). Factor Structure of Individual Consequences for Teleworking Professionals. Australasian Journal of Information Systems, 20, 1-23.
Clark, L. A., Karau, S. J., & Michalisin, M. D. (2012). Telecommuting Attitudes and the Big Five Personality Dimensions. Journal of Management Policy and Practice, 13(3), 31-46.
European Institute of Social Studies. (1998). Models of Industrial Relations in Telework Innovation Handbook. Rome: Models of Industrial Relations in Telework innovation Consortium.
Fathian, H., & Jahani, M. (2011). Bimonthly Daneshvar Bahavior. 50(18), 61-80, (In Persian).
Ghadipasha, M., Najibzadeh, H., Gharedaghi, J., Hassan Moradi, N., Mahdavi, M. (2015). Identifying the Effective Factors Influencing the Necessity of Teleworking Adoption from the Managers Point of View in Legal Medicine Organization. IJFM, 21(2), 127-138, (In Persian).
Handy, S. L., & Mokhtarian, P. L. (1996). The Future of Telecommuting. Futures, 28(3), 227-240.
Haqiqi Kafash, M., Almasi Fard, M. R., & Bamdad Soufi, J. (2014). Investigating the Human Resource Activities Affecting Perceived Productivity of Teleworkers. Productivity Management, 8(31) , 7-35, (In Persian).
Hazak, A. (2018). Perceived Usability of Teleworking Options in Creative Knowledge Work. 10th International Conference on Knowledge and Smart Technology.
Laurent, T., & Flore, B. (2010). Telework: A Challenge to Knowledge Transfer in Organizations. The International Journal of Human Resource Management, 21(13), 2503-2520.
Mamdoohi, A. R., Mojtahedzadeh, M., & Ali Moradi, M. (2010). Estimation of Telework for a Sample of Government Employees Based on Organizational Characteristics. Autumn and Winter, 29-44, (In Persian).
Management Specialists Group. (2010). Teleworking, How to Have a Successful Office at Home. Translated by: M., Hashemi, Tehran: Qatreh, (In Persian).
Mehrabi, J., & Tarlani. S. (2014). Identification of Effective Factors on the Implementation of Telework Regulations in Qazvin Executive Agencies and Providing Practical Solution. Development and Transformation Management Journal, 65-74, (In Persian).
Memarzadeh, G. R., & Abolmaali, F. S. (2012). Impact of Telework on the Performance of Employees of the Ministry of Cooperatives, Labor and Social Welfare. Management Research Quarterly, 23(4), 1-10, (In Persian).
Mike, G., Hodson, N., & Gordon, G. (1994). Teleworking Explained. Chichester: John Wiley & Sons.
Mohebali Poor, M., Amiri Rad, A., & Khaef Elahi, A. A. (2017). Analyzing and Solving Challenges to Implementing the Teleworking Program in Iran: Delphi Method. The first National Conference of Iranian Management, (In Persian).
Monavarian, A., & Asgari, N. (2016). Organization in Industry, Information and Knowledge Age. Tehran: Tehran University Publication, (In Persian).
Pérez, M. M., Sánchez, A. M., Carnicer, P., & Jiménez, M. (2004). A Technology Acceptance Model of Innovation Adoption: The Case of Teleworking. European Journal of Innovation Management, 7(4), 280-291.
Peters, P., Tijdens, K., & Wetzels, C. (2001). Factors in Employees’ Telecommuting Opportunities, Preferences and Practices. 6th International ITF Workshop.
Qanbari, A. A., & Bakht Joo, S. (2011). Telexorking (Foundations, Principles and Methods). Tehran: Faraazma Publication, (In Persian).
Richard, L. (2012). Telecommuting: Implementation for Success: International Journal of Business and Social Science, 3, 20-29
Sharit, J., Czaja, S., Hernandez, M., & Nair, S. (2009). Employment of Employees with High Experience for Telecommuting. Human Factors and Ergonomics in Manufacturing, 19, 457-477.
Tahavori, Z. (2012), Teleworking in the Organization of Documents and National Library of Islamic Republic of Iran. Quarterly National Studies on Library and Information Organization, 23(4), 74-93, (In Persian).
Taskin, L. (2009). Introducing Telework in a Public and Bureaucratic Environment: A not Conventional Change? Louvain. Center for Research in Entrepreneurial Change & Innovative Strategies, 43, 294-310.
Vega, R. P., Anderson, A. J., & Kaplan, S. A. (2015). A Within-Person Examination of the Effects of Telework. Journal of Business and Psychology, 30(2), 313-323.
Weinert, C., Maier, C., & Laumer, S. (2015). Why Are Teleworkers Stressed? an Empirical Analysis of the Causes of Telework-Enabled Stress. Internationalen Tagung Wirts Chaftsinformatik.