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کد مقاله : JEST-2106-5426 (R1) بازدید : 93 صفحه: 13 - 24

10.30495/jest.2021.61558.5426

نوع مقاله: پژوهشی

آسیب‌شناسی قابلیت پایدار عملکرد منابع انسانی سبز

محورهای موضوعی : توسعه پایدار

مجید آرین زادگان 1 (دانشجوی دکتری، گروه مدیریت دولتی، واحد علوم و تحقیقات، دانشگاه آزاد اسلامی، تهران، ایران.)
رضا نجف بیگی 2 (دانشیار گروه مدیریت دولتی، واحد علوم و تحقیقات، دانشگاه آزاد اسلامی، تهران، ایران. * (مسوول مکاتبات))
نازنین پیله وری 3 (گروه مدیریت صنعتی، دانشکده مدیریت و حسابداری، واحد یادگار امام خمینی (ره) شهرری، دانشگاه آزاد اسلامی، تهران، ایران.)

تاریخ دریافت : 1400/03/31 تاریخ پذیرش : 1400/05/18 تاریخ انتشار : 1402/07/01

کلید واژه: قابلیت پایدار عملکرد منابع انسانی سبز, ساخت‌ْگرایِ کیفی/تعاملی (IQA),

چکیده مقاله :

زمینه و هدف: باتوجه به تکامل تدریجی و گسترش نقش تاثیرگذارِ منابع انسانی در افزایش اثربخشی کیفیت خدمات قابل ارائه در طول زمان، صاحب‌نظران بر مبنای پویایی فرآیندهای استراتژیک کارکردهای متعددی را برای آن توسعه آنان برشمرده‌اند. هدف این پژوهش آسیب‌شناسی قابلیت پایدار عملکرد منابع انسانی سبز در نظام بانکداری می‌باشد.روش بررسی: در این پژوهش به منظور شناسایی مولفه‌ها (آسیب شناسیِ مدیریت عملکردِ منابع انسانی) و گزاره‌های پژوهش (مضامینِ یادگیری سبز) از غربالگری نظری براساس پژوهش‌های مشابه استفاده شد.یافته‌ها: در بخش کمی مولفه‌ها و گزاره‌های شناسایی‌شده در قالب پرسشنامه‌های ماتریسی، توسط ۲۲ نفر مدیران منابع انسانی، مسئولان و کارشناسان صاحب‌نظر در سطح بانکداری مورد ارزیابی تحلیل تفسیری قرار گرفتند.بحث و نتیجه‌گیری: نتایج پژوهش نشان داد، بُعد قابلیت‌های بهبود ادراکی؛ تشریح تعارض‌های ادراک شغلی باهدفِ افزایش سطح شناخت منابع‌انسانی به‌طور مستقیم سطح مشارکت منابع انسانی در هدف‌گذاری‌های ارتقای مهارتی و ایجاد تناسب بین راهبردهای تخصصی با نیازسنجی آموزشی را تحت تاثیر قرار می‌دهد.

چکیده انگلیسی:

Background and Objective: Considering the gradual evolution and expansion of the effective role of human resources in increasing the effectiveness of the quality of services available over time, experts have enumerated several functions for their development based on the dynamics of strategic processes. One of these strategic functions is the capabilities of human resources to improve the quality of services. In fact, human resource capabilities range from psychological characteristics to responsible and social characteristics in individual actions that develop an organization's capacity to provide better services to customers. The Purpose of this research is Pathology of sustainable performance of green human resources.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).Findings: Then, Delphi analysis was used to determine the reliability of research components and propositions. In the quantitative part, the components and propositions identified in the form of matrix questionnaires were evaluated by interpretive analysis by 22 human resource managers, officials and experts at the banking level.Discussion and Conclusion: The results showed in terms of perceptual improvement capabilities; Explaining job perception conflicts with the aim of increasing the level of knowledge of human resources directly affects the level of human resource participation in skill promotion goals and creating a fit between specialized strategies and educational needs assessment.

منابع و مأخذ:


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  7. 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.
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  10. 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)
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  11. 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
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  13. 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
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  14. 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
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  15. 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
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  17. Stata, R. (1989). Organizational learning–the key to management innovation, Sloan Management Review, 30(2): 63–74.
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  18. 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

    19.

 

 

_||_

  1. Safari, Ali., Farrokhi, Mojtaba., Salehzadeh, Reza. (2015). Pathology of Human Resource Management System, Human Resource Management Research, 7(1): 83-111. (In Persian)
    2.
  2. Barth, A. L., & de Beer, W. (2018). Performance Management Process: Diagnosis. In Performance Management Success (pp. 107-113). Springer, Cham.
    3.
  3. Denisi, A. S., & Murphy, K. R. (2017). Performance appraisal and performance management: 100 years of progress?. Journal of Applied Psychology, 102(3), 421.
    4.
  4. 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.
    5.
  5. Popadiuk, S. (2012). Scale for classifying organizations as explorers, exploiters or ambidextrous. International Journal of Information Management, 32(2): 75– 87.
    6.
  6. 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)
    7.
  7. 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.
    8.
  8. 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
    9.
  9. 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
    10.
  10. 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)
    11.
  11. 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
    12.
  12. Puhan, T-X. (2008). Balancing exploration and exploitation by creating organizational think tanks. Wiesbaden, Germany: Gabler Edition Wissenschaft
    13.
  13. 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
    14.
  14. 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
    15.
  15. 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
    16.
  16. 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)
    17.
  17. Stata, R. (1989). Organizational learning–the key to management innovation, Sloan Management Review, 30(2): 63–74.
    18.
  18. 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

    19.

 

 

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