• الصفحة الرئيسية
  • Presenting the Model of Strategic Management of Human Resources in the Marketing Department based on the Grounded Theory

شارک

عنوان URL للمقالة


رقم المقالة : JSM-2304-1807 (R1) زيارة : 505 الصفحة: 49 - 66

10.30495/jsm.2023.1983892.1807

نوع المخطوط: ابحاث

Presenting the Model of Strategic Management of Human Resources in the Marketing Department based on the Grounded Theory

الموضوعات :

Peiman Tirabadi 1 , Majid Bagherzadeh Khajeh 2 , Hooshang Taghizadeh 3

1 - Ph.D. Candidate, Department of Management, Tabriz Branch, Islamic Azad University, Tabriz, Iran.
2 - Assistant Professor, Department of Management, Tabriz Branch, Islamic Azad University, Tabriz, Iran.
3 - Professor, Department of Management, Tabriz Branch, Islamic Azad University, Tabriz, Iran.

تاريخ الإرسال : 22 الخميس , رمضان, 1444 تاريخ التأكيد : 03 الإثنين , ربيع الأول, 1445 تاريخ الإصدار : 19 الإثنين , جمادى الثانية, 1445

الکلمات المفتاحية: Human Resource, strategic management, Grounded Theory, Marketing,

ملخص المقالة :

In this research, the influencing factors on the behavior of human resources in the marketing department and human resource management policies and their relationship with the strategies of this department have been examined in order to identify the factors that are related to the superior performance of this department. This research was carried out in the framework of a qualitative approach and using grounded theory. The data collection tool was semi-structured interviews, which were conducted using a combination of purposive (judgmental and quota) and theoretical sampling. The theoretical saturation criterion was used to determine the sample size and 36 interviews was conducted in 14 manufacturing companies in order to finally achieve theoretical adequacy along with document content analysis. Atlas. ti software was used to analyze the data obtained from the interviews and coding. Data analysis was done in three stages open coding, axial coding, and selective coding, and based on that, a qualitative research model was presented. The results of the research led to the extraction of 669 open codes, 160 concepts and 40 categories in the form of a paradigm model include the central category (strategic management of human resources in marketing, culture, improvement and correction, coherent and aligned systems), causal conditions (control of destructive effects) , strategic human resources and competition in the market, job type, priority dimensions, value addition and customer retention), strategies (job satisfaction, commitment, trust, perceived organizational support, motivation, justice, reward, employee participation, loyalty, empowerment, empowerment, green insight into human resources and marketing), the prevailing context (demographic characteristics, psychological characteristics, organizational structure, strategy, organizational culture and supply, technology in use) and finally outcomes (superior performance, organizational citizenship behavior, key work behaviors and production axis, the effects of human resource strategies, environmental thinking and green performance) were presented.

المصادر:


  1. Adula, M., Kant, S., & Ayenew Birbirsa, Z. (2023). Systematic Literature Review on Human Resource Management Effect on Organization Performance. Annals of Human Resource Management Research, 2(2), 131-146. https://doi.org/10.35912/ahrmr.v2i2.1418
    2.
  2. Allen, F. (2023). The impact of organizational resilience on job satisfaction and organizational performance. Human Resource Management International Digest, 31(2), 26-38. https://doi.org/10.1108/HRMID-11-2022-0277
    3.
  3. Bergeron, D. (2023). Time heals all wounds? HRM and bereavement in the workplace. Human Resource Management Review, 33(2), 153-167. https://doi.org/10.1016/j.hrmr.2022.100931
    4.
  4. Chang-Howe, W. (2019). The challenge of HR integration: a review of the M&A HR integration literature. Journal of Chinese Human Resource Management, 10(2), 19- 34. https://doi.org/10.1108/JCHRM-03-2019-0009
    5.
  5. Fisk, G. (2023). The complexity and embeddedness of grief at work: A social-ecological model. Human Resource Management Review, 33(2), 171-189. https://doi.org/10.1016/j.hrmr.2022.100929
    6.
  6. Irfan, M., Khurshid, N., Khurshid, J., & Masih, A. (2023). Human resource development and organisational performance: Evidence from Pakistan. SA Journal of Human Resource Management, 21(3), 30-44. https://doi.org/10.4102/sajhrm.v21i0.2020  
    7.
  7. Jaafari, A., Daneshfard, K., & Mehrara, A. (2021). Identifying Indicators and Components of Knowledge Capital and Human Resource Strategies in the Iranian Higher Education System. Journal of System Management, 7(3), 263-281. https://doi:10.30495/jsm.2021.1934005.1492
    8.
  8. Jieyu, Z., & Yating, W. (2023). Technology Enabled Elderly Power Resource Development - Based on International Experience Perspective. Journal of Human Resource Management, 11(1), 23-34. https://doi.org/10.1016/j.chb.2015.01.062
    9.
  9. Koster, F. (2022). Dealing with IT: Creating external fit in HRM through learning and Collaborating. Journal of Human Resource Management. 25(2), 30-47. https://doi.org/10.46287/jhrmad.2022.25.2.4   
    10.
  10. Krachler, N. (2023). Getting to what works: How frontline HRM relationality facilitates high-performance work practice implementation. Human Resource Management Journal, 24(2), 610-633. https://doi.org/10.1111/1748-8583.12502
    11.
  11. Lorenzo Wash, G. (2023). Strategy and competencies for future-ready business and HR business partners: A conceptual analysis. International Journal of Research in Human Resource Management, 5(1), 11-20. https://doi.org/10.33545/26633213.2023.v5.i1a.123
    12.
  12. Mahdavi, M., sheikh al-Islami, N., hasanmoradi, N., & Shokri, N. (2022). Designing a People Capability Maturity Model among Faculty Members (Case study: Islamic Azad University of Fars Province. Journal of System Management, 8(1), 111-126. https://doi:10.30495/jsm.2022.1944405.1569
    13.
  13. Martin, F. (2023). Talent management practices: study of university academics in Malaysia shows positive effect of talent management practices on performance. Human Resource Management International Digest, 31(2), 41-42. https://doi.org/10.1108/HRMID-12-2022-0306
    14.
  14. Methot, J. (2022). Introduction to Human Resource Management. London: Rutgers.
    15.
  15. Mgwenya, J. (2023). Conformer or colluder? The human resource professional’s contribution to toxic leadership. SA Journal of Human Resource Management, 21(3), 513-528. https://doi.org/10.4102/sajhrm.v21i0.2123
    16.
  16. Michael, N., Michael, I., & Fotiadis, A. (2023).The role of human resources practices and branding in the hotel industry in Dubai. Journal of Human Resources in Hospitality & Tourism, 22(1), 1-25. https://doi.org/10.1080/15332845.2023.2126927
    17.
  17. MirFakhar, A., Trullen, J., & Valverde, M. (2023). How can CEOs influence HRM implementation? Unfolding top management’s role in HRM. The International Journal of Human Resource Management, 34(7), 1300-1339. https://doi.org/10.1080/09585192.2021.1986563
    18.
  18. Mirmoeini, T. S., Taghvaei, R., Hamidi, K., Asghari Sarem, A., & Ghobadi Lamuki, T. (2022). Introducing a Model of the Functions of Resilience Human Resources for Iranian Health System. Journal of Human Resource Management, 12(3), 26-50. doi: https://doi.org/10.22034/jhrs.2022.364780.1997
    19.
  19. O’Neill, S., & Thornthwaite, L. (2023). Regulating HRM: the limits of regulatory pluralism. International Journal of Human Resource Management, 34(8), 1471-1499. https://doi.org/10.1080/09585192.2021.1996432
    20.
  20. Pankaj M. (2022). Lean Six Sigma deployment in HR: enhancing business performance. International Journal of Human Resources Development and Management, Inderscience Enterprises Ltd, vol. 22(1/2), pages 75-97. https://doi.org/10.1504/IJHRDM.2022.10045527
    21.
  21. Phiri, K. (2022). Strategic Human Resource Management Practices and Organisational Performance: A Case of the National Assembly of Zambia. Journal of Business and Management, 10(4), 2461-2483. https://doi.org/10.4236/ojbm.2022.105124
    22.
  22. Podolsky, M., & Hackett, R. (2023). HRM system situational strength in support of strategy: its effects on employee attitudes and business unit performance. The International Journal of Human Resource Management, 34(8), 1651-1684. https://doi.org/10.1080/09585192.2021.2006746
    23.
  23. Rodgers, W., Murray, J., Stefanidis, A., Degbey, W., & Tarba, S. (2023). An artificial intelligence algorithmic approach to ethical decision-making in human resource management processes. Human Resource Management Review, 33(1), 346- 364. https://doi.org/10.1016/j.hrmr.2022.100925
    24.
  24. Santos, A. (2023). Human resource lens: perceived performances of ISO 9001:2015 certified service firms. International Journal of Human Capital in Urban Management, 8(2), 229-244. https://doi.org/doi:10.22034/IJHCUM.2023.02.06
    25.
  25. Strauss, A., & Corbin, J. (1990). Basics of Qualitative Research: Grounded Theory Procedures and Techniques. London: SAGE.
    26.
  26. Volkov, I., & Cherre, B. (2023). Interplay of Strategic and Institutional Factors in the Process of Transfer of Human Resource Management Practices in MNCs. Journal of Human Resource and Sustainability Studies, 11(1), 418-430. https://doi.org/10.4236/jhrss.2023.111003
    27.
  27. Zhou, Q., & Zheng, X. (2023). Socially responsible human resource management and employee green behavior at work: the role of learning goal orientation and moral identity. The International Journal of Human Resource Management, 34(8), 306-324. https://doi.org/10.1080/09585192.2023.2192358   
    28.

سند

Sanad is a platform for managing Azad University publications

الروابط

المراكز ذات الصلة

دعامة

الصفحات الرسمية

حقوق هذا الموقع الإلكتروني مملوكة لنظام SANAD Press Management. © 1442-1446

الصفحة الرئيسية| دخول| معلومات عنا| اتصل بنا|
[English] [فارسی] [en] [fa]