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  • ارزیابی اثربخشی رهبری تحول آفرین سبز تحت نظام شایستگی پایدارِ منابع انسانی شرکت نفت استان گلستان

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کد مقاله : JEST-2108-5475 (R1) بازدید : 119 صفحه: 71 - 86

10.22034/jest.2021.62719.5475

نوع مقاله: پژوهشی

ارزیابی اثربخشی رهبری تحول آفرین سبز تحت نظام شایستگی پایدارِ منابع انسانی شرکت نفت استان گلستان

محورهای موضوعی : مدیریت محیط زیست

احسان شاه حسینی 1 (دانشجوی دکتری، گروه مدیریت دولتی، واحد علی‌آبادکتول، دانشگاه آزاد اسلامی، علی‌آبادکتول، ایران.)
محمودرضا مستقیمی 2 (استادیارگروه مدیریت دولتی، واحد علی‌آبادکتول، دانشگاه آزاد اسلامی، علی‌آبادکتول، ایران. *(مسوول مکاتبات))
سامره شجاعی 3 (استادیارگروه مدیریت دولتی، واحد علی‌آبادکتول، دانشگاه آزاد اسلامی، علی‌آبادکتول، ایران.)

تاریخ دریافت : 1400/05/31 تاریخ پذیرش : 1400/09/17 تاریخ انتشار : 1402/05/01

کلید واژه: رهبری تحول آفرین سبز, شایستگی پایدارِ منابع انسانی, ویکور فازی,

چکیده مقاله :

زمینه و هدف: تغییرات محیط‌زیست در دهه اخیر منجر به تغییر ماهیت سازمان‌ها و کارکردهای آن شده است. لذا سازمان‌ها به دلیل مسئولیت اجتماعی که در برابر جامعه و ذینفعان دارند، با تغییرِ نظریه‌هایی همچون رفتار سازمانی، سعی در توسعه‌ی پایدار سازمان در محیط‌زیست دارند. هدف این پژوهش ارزیابی اثربخشی رهبری تحول آفرین سبز تحت نظام شایستگی پایدارِ منابع انسانی شرکت نفت استان گلستان براساس تحلیل فازی شهودی است. روش بررسی: این پژوهش از نظر هدف، جزء پژوهش‌های توسعه‌ای است، زیرا به دلیلِ فقدان مبنایی برای ارزیابی اثربخشی رهبری تحول آفرین سبز تحت نظام شایستگی پایدارِ منابع انسانی در پژوهش‌های قبلی، براساس تحلیل فراترکیب در گام اول تلاش شد تا نسبت به شناسایی مولفه‌ها به عنوان مبنایِ تحلیلی پژوهش و مضامین به عنوان متغیرهای مرجع، اقدام شود. سپس باهدف تبیین مولفه‌ها و مضامینِ شناسایی شده، در بخش کمی از تحلیلِ ارزیابی فازی شهودی استفاده شد. در این پژوهش، جامعه هدف شامل دو بخشِ کیفی و کمی بود، که در بخش کیفی متخصصان و خبرگان رشته مدیریت منابع انسانی در سطح دانشگاه بودند و در بخش کمی نیز ۲۱ مدیران سطوح میانی شرکت نفت در استان گلستان، برای ارزیابیِ تحلیل‌های بخش کمی مشارکت داشتند. بازه زمانی انجام پژوهش نیز 6 ماه می‌باشد. یافته‌ها: نتایج پژوهش نشان داد، تحتِ وجودِ شایستگی‌های مشارکتی منابع انسانی، مهمترین بُعدِ رهبری تحول آفرین سبز، اثربخشی فرصت محسوب می‌شود. بحث و نتیجه‌گیری: در واقع نتیجه این پژوهش بیان‌کننده‌ی این واقعیت است که شایستگی مشارکتی منابع انسانی سطح تعامل‎پذیری و ارتباطات درون سازمانی در حوزه‌ی تصمیم‌گیری‌های مسائل و مشکلات زیست‌محیطی تقویت می‌نماید و باعث می‌گردد تا بُعدِ اثربخشی فرصت در رهبری تحول آفرین سبز فضای خلق ایده را مهیا نماید.

چکیده انگلیسی:

Background and Objective: The Purpose of this research is evaluating the effectiveness of green transformational leadership under the human resources sustainable competency of Golestan Oil Company by Intuitive fuzzy sets. Material and Methodology: This research is a developmental research in terms of purpose, because of the lack of a basis for evaluating the effectiveness of green transformational leadership under a sustainable human resource competency system in previous research, based on meta-analysis in the first step, an attempt was made to identify components as analytical basis for research and themes as decision variables. Then, in order to explain the identified components and themes, in a small part, Intuitive Fuzzy Sets (IFSs) was used to determine the most effective dimension of green transformational leadership based on the most important theme of sustainable human resource competence. In this study, the target population consisted of two sections: qualitative and quantitative. In the qualitative section, with the help of 15 experts and experts in the field of human resource management at the university level, an attempt was made to identify research components, components and propositions in the form of scores. In the quantitative sector, 21 middle managers of the oil company in Golestan province participated to evaluate the quantitative sector analyzes. Findings: The results showed that, despite the participatory competencies of human resources, the most important dimension of green transformational leadership is the effectiveness of opportunity. Discussion and Conclusion: In fact, the result of this study reflects the fact that the participatory competence of human resources strengthens the level of interoperability and communication within the organization in the field of decision-making on environmental issues and problems and it strengthens the dimension of effective opportunity in transformational green leadership to create more ideas and support for human resource innovations in the field of green operations in the oil company.

منابع و مأخذ:


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_||_

  1. Oskouizadeh Nozad, A. (2021). Enhancing Green Behavior in the Workplace: Relying on a Green Approach in Transformational Leadership and Human Resource Management (Case Study: Homeland Security Central Branch Staff), Behavioral Studies in Management, 12(25): 82-69. (In Persian)
    2.
  2. Farhadinejad, M., Alikarami, S., Abdi, M. (2019). The effect of green transformational leadership on green behaviors in the workplace: The mediating role of employees' environmental attitudes, Journal of Transformation Management, 11(2): 29-52. (In Persian)
    3.
  3. Rizvi, Y.S. and Garg, R. (2021). The simultaneous effect of green ability-motivation-opportunity and transformational leadership in environment management: the mediating role of green culture, Benchmarking: An International Journal, 28(3): 830-856. https://doi.org/10.1108/BIJ-08-2020-0400
    4.
  4. Hakak, M., ShariatneJad, A., Saedi, A. (2016). Analysis of the effect of transformational leadership on innovative behavior and entrepreneurial development in order to create sustainable organizational competencies, Journal of Human Resources Studies, 6(4): 100-71. (In Persian)
    5.
  5. Leggat, S.G. and Balding, C. (2013). Achieving organizational competence for clinical leadership: The role of high performance work systems, Journal of Health Organization and Management, 27(3): 312-329. https://doi.org/10.1108/JHOM-Jul-2012-0132
    6.
  6. Barling, J. (2014), The Science of leadership: lessons from research for organizational leaders, Oxford University Press, New York, NY
    7.
  7. Mittal, S., Lochan Dhar, R. (2016). Effect of green transformational leadership on green creativity: A study of tourist hotels, Tourism Management, 57(3): 118-127. https://doi.org/10.1016/j.tourman.2016.05.007
    8.
  8. Boiral, O.; Talbot, D., & Paille´, P. (2015). Leading by example: a model of organizational citizenship behavior for the environment. Business Strategy and the Environment, 24, 532–550
    9.
  9. Çop, S., Oluwafemi Olorunsola, V., Violet Alola, U. (2020). Achieving environmental sustainability through green transformational leadership policy: Can green team resilience help? Business Strategy and the Environment, 30(1): 671–682. https://doi.org/10.1002/bse.2646
    10.
  10. Riva, F., Magrizos, S., Rabiul Basher Rubel, M. (2021). Investigating the link between managers' green knowledge and leadership style, and their firms' environmental performance: The mediation role of green creativity, Business Strategy and the Environment, https://doi.org/10.1002/bse.2799
    11.
  11. McClelland, D. (1973). Testing for competence rather than for intelligence, American Psychologist, 20(2): 321-330
    12.
  12. Bennour, M., Crestani, D. (2007). Formalization of a process activity performance estimation approach using human competencies, International Journal of Production Research, 45(24): 5743-5768. https://doi.org/10.1080/00207540600654459
    13.
  13. Bag, S., Dhamija, P., Pretorius, J.H.C., Chowdhury, A.H. and Giannakis, M. (2021). Sustainable electronic human resource management systems and firm performance: an empirical study, International Journal of Manpower, https://doi.org/10.1108/IJM-02-2021-0099
    14.
  14. Salman, M., Ganie, S. A. and Saleem, I. (2020). The concept of competence: a thematic review and discussion, European Journal of Training and Development, 44(6/7): 717-742. https://doi.org/10.1108/EJTD-10-2019-0171
    15.
  15. Chakraborty, D. and Biswas, W. (2020). Articulating the value of human resource planning (HRP) activities in augmenting organizational performance toward a sustained competitive firm, Journal of Asia Business Studies, 14(1): 62-90. https://doi.org/10.1108/JABS-01-2019-0025
    16.
  16. Hrica, J.K., Eiter, B.M. (2020). Competencies for the Competent Person: Defining Workplace Examiner Competencies from the Health and Safety Leader’s Perspective. Mining, Metallurgy & Exploration, https://doi.org/10.1007/s42461-020-00275-w
    17.
  17. Shaheen, M., Azam, M. S., Soma, M. K. and Kumar, T.J.M. (2019). A competency framework for contractual workers of manufacturing sector, Industrial and Commercial Training, 51(3): 152-164. https://doi.org/10.1108/ICT-10-2018-0080
    18.
  18. Otoo, F.N.K. (2019). Human resource management (HRM) practices and organizational performance: The mediating role of employee competencies, Employee Relations, 41(5): 949-970. https://doi.org/10.1108/ER-02-2018-0053
    19.
  19. El Asame, M., Wakrim, M. (2018). Towards a competency model: A review of the literature and the competency standards. Education and Information Technologies, 23(2): 225–236. https://doi.org/10.1007/s10639-017-9596-z
    20.
  20. Balali Shahvari, S., Yaghoubi, N., vafadar, M. (2019). Analysis, Ranking and Presentation of Managers’ Core Competencies Model (Case Study: Cooperatives, Labor and Social Welfare of Sistan and Baluchestan). Management Researches, 12(45): 109-134. (In Persian)
    21.
  21. Kim, M. and Stepchenkova, S. (2018). Does environmental leadership affect market and eco performance? Evidence from Korean franchise firms, Journal of Business & Industrial Marketing, 33(4): 417-428. https://doi.org/10.1108/JBIM-02-2017-0046
    22.

 

 

 

 

 

 

 

 

 

 

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