آسیب‌شناسی مدیریت عملکرد منابع انسانی براساس فقدانِ مضامین یادگیریِ سبز در نظام بانکداری
محورهای موضوعی :
اقتصاد محیط زیست
مجید آرین زادگان
1
,
رضا نجف بیگی
2
,
نازنین پیله وری
3
1 - دانشجوی دکتری، گروه مدیریت دولتی، واحد علوم و تحقیقات، دانشگاه آزاد اسلامی، تهران، ایران.
2 - دانشیار گروه مدیریت دولتی، واحد علوم و تحقیقات، دانشگاه آزاد اسلامی، تهران، ایران. *(مسوول مکاتبات)
3 - گروه مدیریت صنعتی، دانشکده مدیریت و حسابداری، واحد یادگار امام خمینی ( ره) شهرری، دانشگاه آزاد اسلامی، تهران، ایران.
تاریخ دریافت : 1400/06/27
تاریخ پذیرش : 1400/08/18
تاریخ انتشار : 1402/01/01
کلید واژه:
آسیب‌شناسی مدیریت عملکرد منابع انسانی,
اولویت‌بندی تفسیرگرایانه,
یادگیری سبز,
چکیده مقاله :
زمینه و هدف: نظام مدیریتِ عملکردِ منابع انسانی به عنوان یکی از مهمترین ارکان فرآیندی هر سازمانی محسوب می‌شود که بدون داشتن یک مکانیزمِ مشخص راهبردی همچون یادگیری فراگیر، با چالش‌ها و تعارض‌های آسیب گونه‌ای مواجه می‌شود. هدف این پژوهش آسیب‌شناسی مدیریت عملکرد منابع انسانی براساس فقدانِ مضامین یادگیری سبز در نظام بانکداری می‌باشد.
روش بررسی: این پژوهش از نظر نتیجه، جزء پژوهش‌های توسعه‌ای قرار می‌گیرد، چراکه عدم‌انسجام تئوریک در باب مفاهیم و تئوری‌های مرتبط به این حوزه، باعث گردیده است تا این پژوهش به دنبال آسیب‌شناسی مدیریت عملکرد منابع انسانی براساس فقدانِ مضامین یادگیری سبز باشد. در بخش کمی مولفه‌ها و گزاره‌های شناسایی‌شده در قالب پرسشنامه‌های ماتریسی، توسط ۱۸ نفر مدیران منابع انسانی، مسئولان و کارشناسان صاحب‌نظر در سطح بانکداری مورد ارزیابی تحلیل تفسیری قرار گرفتند.
یافته‌ها: نتایج پژوهش نشان داد، گزاره‌ی فقدانِ گرایش‌های استراتژیک در یادگیری به عنوان تاثیرگذارترین مضمونِ یادگیری‌دوجانبه در تقویتِ آسیبِ ناسازگاریِ استراتژیکِ در کارکردهای عملکردِ مدیریتِ منابع انسانی تلقی می‌شود.
بحث و نتیجه‌گیری: این نتیجه نشان می‌دهد فقدانِ گرایش‌های استراتژیک به دلیلِ عدمِ اثربخشی در شناساییِ ظرفیت‌های محیطی، بانک را در حوزه آسیب‌های مدیریت عملکرد منابع انسانی با چالش جدید مواجه می‌کند.
چکیده انگلیسی:
Background & Objective: With drastic changes in the external environment, many organizations today cannot continue their activities and create stability in achieving long-term goals without having carefully designed and coordinated systems. The human resource performance management system is considered as one of the most important process pillars of any organization that faces a variety of challenges and harmful conflicts without having a clear strategic mechanism such as inclusive learning. The Purpose of this research is Human resource performance management pathology based on the lack of Green Ambidextrous Learning.
Material and Methodology: In this study, theoretical screening based on similar research was used to identify the components (pathology of human resource performance management) and research propositions (Ambidextrous Learning themes). Then, Delphi analysis was used to determine the reliability of research components and propositions through the participation of 13 management specialists and experts. In the quantitative part, the components and propositions identified in the form of matrix questionnaires were evaluated by interpretive analysis by 18 human resource managers, officials and experts at the banking level.
Findings: The results showed that the proposition of lack of strategic tendencies in learning is considered as the most effective theme of mutual learning in reinforcing the damage of strategic incompatibility in the performance functions of human resource management.
Discussion and Conclusions: This result shows that the lack of strategic tendencies due to the ineffectiveness in identifying environmental capacities, poses a new challenge to the bank in the field of human resource performance management harms.
منابع و مأخذ:
Safari, Ali., Farrokhi, Mojtaba., Salehzadeh, Reza. (2015). Pathology of Human Resource Management System, Human Resource Management Research, 7(1): 83-111. (In Persian)
Barth, A. L., & de Beer, W. (2018). Performance Management Process: Diagnosis. In Performance Management Success (pp. 107-113). Springer, Cham.
Denisi, A. S., & Murphy, K. R. (2017). Performance appraisal and performance management: 100 years of progress? Journal of Applied Psychology, 102(3), 421.
Schleicher, D. J., Baumann, H. M., Sullivan, D. W., & Yim, J. (2019). Evaluating the effectiveness of performance management: A 30-year integrative conceptual review. Journal of Applied Psychology, 104(7), 851.
Popadiuk, S. (2012). Scale for classifying organizations as explorers, exploiters or ambidextrous. International Journal of Information Management, 32(2): 75– 87.
Seyed Naghavi, Mir Ali., Kushki Jahromi, Alireza. (2014). Alignment model of human resource management systems for the development of mutual learning in the organization, Disciplinary Management Research, 9 (1): 54-78. (In Persian)
Gavurova, B., Belas, J., Kocisova, K., & Kliestik, T. (2017). Comparison of selected methods for performance evaluation of Czech and Slovak commercial banks. Journal of Business Economics and Management, 18(5), 852-876.
Gahlawat, N. and Kundu, S.C. (2019). Progressive human resource management and firm performance: Empirical evidence from Indian context, International Journal of Organizational Analysis, 27(3): 471-493. https://doi.org/10.1108/IJOA-05-2017-1159
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach, Journal of Organizational Effectiveness: People and Performance, 2(1): 7-35. https://doi.org/10.1108/JOEPP-08-2014-0042
Khoshdel, I., Khodayari, A., Kohandel, M., Ghorbani, M. (2020). Formulating the Components Model of Human Resources Management Function in Sport and Youth Ministration: Content Analysis Approach. Sport Management Studies, 12(62): 17-38. (In Persian)
Prieto-Pastor, I., Martin-Perez, V. (2015). Does HRM generate ambidextrous employees for ambidextrous learning? The moderating role of management support, The International Journal of Human Resource Management, 26(5): 589-615. https://doi.org/10.1080/09585192.2014.938682
Puhan, T-X. (2008). Balancing exploration and exploitation by creating organizational think tanks. Wiesbaden, Germany: Gabler Edition Wissenschaft
Venugopal, A., Krishnan, T, N., Kumar, M., Upadhyayula, R, S. (2019). Strengthening organizational ambidexterity with top management team mechanisms and processes, The International Journal of Human Resource Management, 30(4): 586-617. https://doi.org/10.1080/09585192.2016.1277369
Aburumman, O., Salleh, A., Omar, Kh., Abadi, M. (2020). The impact of human resource management practices and career satisfaction on employee’s turnover intention, Management Science Letters, 10(2): 641-652. https://doi.org/10.5267/j.msl.2019.9.015
Stark, E., Poppler, P. (2017). Evolution of a Strange Pathology: HRM as a Strategic Business Partner and Employee Advocate in the USA, Employee Responsibilities and Rights Journal, 29(1): 1–14 https://doi.org/10.1007/s10672-016-9282-0
Najafi, T., Gholipour, A. (2017). Performance Management System pathology in Small & Medium sized Enterprises of Iran Capital Market (The Case: Amin Investment Bank). Journal of Management Improvement, 10(4), 159-179. (In Persian)
Stata, R. (1989). Organizational learning–the key to management innovation, Sloan Management Review, 30(2): 63–74.
Mom, T, J, M., Chang, Y, Y., Cholakova, M., Jansen, J, J. (2019). A Multilevel Integrated Framework of Firm HR Practices, Individual Ambidexterity, and Organizational Ambidexterity, Journal of Management, 45(7): 3009-3034. https://doi.org/10.1177/0149206318776775
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Safari, Ali., Farrokhi, Mojtaba., Salehzadeh, Reza. (2015). Pathology of Human Resource Management System, Human Resource Management Research, 7(1): 83-111. (In Persian)
Barth, A. L., & de Beer, W. (2018). Performance Management Process: Diagnosis. In Performance Management Success (pp. 107-113). Springer, Cham.
Denisi, A. S., & Murphy, K. R. (2017). Performance appraisal and performance management: 100 years of progress? Journal of Applied Psychology, 102(3), 421.
Schleicher, D. J., Baumann, H. M., Sullivan, D. W., & Yim, J. (2019). Evaluating the effectiveness of performance management: A 30-year integrative conceptual review. Journal of Applied Psychology, 104(7), 851.
Popadiuk, S. (2012). Scale for classifying organizations as explorers, exploiters or ambidextrous. International Journal of Information Management, 32(2): 75– 87.
Seyed Naghavi, Mir Ali., Kushki Jahromi, Alireza. (2014). Alignment model of human resource management systems for the development of mutual learning in the organization, Disciplinary Management Research, 9 (1): 54-78. (In Persian)
Gavurova, B., Belas, J., Kocisova, K., & Kliestik, T. (2017). Comparison of selected methods for performance evaluation of Czech and Slovak commercial banks. Journal of Business Economics and Management, 18(5), 852-876.
Gahlawat, N. and Kundu, S.C. (2019). Progressive human resource management and firm performance: Empirical evidence from Indian context, International Journal of Organizational Analysis, 27(3): 471-493. https://doi.org/10.1108/IJOA-05-2017-1159
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach, Journal of Organizational Effectiveness: People and Performance, 2(1): 7-35. https://doi.org/10.1108/JOEPP-08-2014-0042
Khoshdel, I., Khodayari, A., Kohandel, M., Ghorbani, M. (2020). Formulating the Components Model of Human Resources Management Function in Sport and Youth Ministration: Content Analysis Approach. Sport Management Studies, 12(62): 17-38. (In Persian)
Prieto-Pastor, I., Martin-Perez, V. (2015). Does HRM generate ambidextrous employees for ambidextrous learning? The moderating role of management support, The International Journal of Human Resource Management, 26(5): 589-615. https://doi.org/10.1080/09585192.2014.938682
Puhan, T-X. (2008). Balancing exploration and exploitation by creating organizational think tanks. Wiesbaden, Germany: Gabler Edition Wissenschaft
Venugopal, A., Krishnan, T, N., Kumar, M., Upadhyayula, R, S. (2019). Strengthening organizational ambidexterity with top management team mechanisms and processes, The International Journal of Human Resource Management, 30(4): 586-617. https://doi.org/10.1080/09585192.2016.1277369
Aburumman, O., Salleh, A., Omar, Kh., Abadi, M. (2020). The impact of human resource management practices and career satisfaction on employee’s turnover intention, Management Science Letters, 10(2): 641-652. https://doi.org/10.5267/j.msl.2019.9.015
Stark, E., Poppler, P. (2017). Evolution of a Strange Pathology: HRM as a Strategic Business Partner and Employee Advocate in the USA, Employee Responsibilities and Rights Journal, 29(1): 1–14 https://doi.org/10.1007/s10672-016-9282-0
Najafi, T., Gholipour, A. (2017). Performance Management System pathology in Small & Medium sized Enterprises of Iran Capital Market (The Case: Amin Investment Bank). Journal of Management Improvement, 10(4), 159-179. (In Persian)
Stata, R. (1989). Organizational learning–the key to management innovation, Sloan Management Review, 30(2): 63–74.
Mom, T, J, M., Chang, Y, Y., Cholakova, M., Jansen, J, J. (2019). A Multilevel Integrated Framework of Firm HR Practices, Individual Ambidexterity, and Organizational Ambidexterity, Journal of Management, 45(7): 3009-3034. https://doi.org/10.1177/0149206318776775
