Identification of the Desired Human Resources Capabilities Following Macro-Level and Task-Level Strategies Implementation Approach in the Social Security Organization of Kerman

Subject Areas : Agriculture Marketing and Commercialization

Somayeh Poursoltani Zarandi ¹ , Malikeh Beheshtifar ² , Mohmmad Montazery ³ , Amin Nikpour ⁴

1 - PhD student in Public Management-Human Resource Management, Department of Management, Rafsanjan Branch, Islamic Azad University, Rafsanjan, Iran
2 - Department of Management, Rafsanjan Branch, Islamic Azad University, Rafsanjan, Iran
3 - Department of Management, Payame Noor University, Tehran, Iran
4 - Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran

Received: 2021-10-26 Accepted : 2022-04-29 Published : 2022-06-01

Keywords: Human Resources, strategic management, Capabilities, task-level strategy, macro-level strategy,

Abstract :

Human resources are the most valuable asset of an organization. Effective use of organizational resources is contingent upon the quantitative and qualitative monitoring of human resources. Accordingly, the present study aimed at identifying the desired capabilities of human resources following macro- and task-level strategies implementation approach in the Social Security Organization of Kerman. In this research, a survey method was applied. The statistical population of the study includes leading experts in the field of HR audit. A total sample of 10 people was selected using purposive (Non-probability) sampling. Following a literature review and expert survey, the indicators related to the desired capabilities and skills required to implement task-level and macro-level strategies were identified and presented in the form of 14 concepts and 95 indicators. Content Validity Index (CVI) of the questionnaire (0.79 < CVI) was confirmed. Then, the designed questionnaire was delivered to the selected sample (n=10). Data analysis was conducted based on the present and desired state mean scores measured by single-round Fuzzy Delphi, Triangular Fuzzy Numbers, and Center of Gravity Method. The findings revealed that in all indicators, there was a gap between the present state and the desired one. The respective gap was observed to be higher in some indicators (e.g., judgment and decision-making, human resource empowerment skill, strategic human resource management, leadership, and corrective actions) and narrower in some others (e.g., educational needs assessment, concentration, time management, skills to use the required computer hardware and software, professional independence).

References:

• Ghasemi M. (2013), Corporate-level strategy, Allameh Tabataba'i University, Strategic Industrial Management, 112(1): 13-21.


• Beheshtifar M. (2013), Strategic human resources planning, Kerman: Fanoos, 1: 37-192.


• Ngure JW. (2013), Functional level strategies and the effectiveness of SAAPELTD, 1: 41-52.


• A'arabi SM. & Mahmoudzadeh SM. (2006), the coordination challenge in human resource management, Management Science Quarterly Journal of Extension, 3(7): 74-89.


• Ishrat G. & Habib J. (2012), Impact 0f HR Audit on an educational institute in order to gain in sight in to the present scenario and future prospects so that it can set a benchmark for educational sector, 2: 15-28.


• Bakhshizadeh Borj K. & Sasanian A. (2014), Using human resources audit to create human resources integration. 2^nd National Conference on Approach to Auditing, Management and Economics, 11(2): 25-37.


• Kiarie CH. (2018), Infloence of human resource audit on performance of multiple group of transport companies in kenya, 115-137.


• Moke OL. & Muturi W. (2015), Effects of human resource audit on employee performance in secondary schools in kenya, journal of educational and practice, 12(4): 40-53.


• Kumari S. (2017), a study of impact of hr audit on competency management, international journal of business administration and management, 8(5): 22-30.


• Babaei Nejad A. & Pourkiani M. & Madahian S. (2021), Comparison of Knowledge Management and Intellectual Capital in Islamic Azad and Payame Noor Universities of Kerman Province. Agricultural Marketing and Commercialization Journal, 5(1): 32-42.


• Bordbar & Pajouhan S. & Dehghan S. (2015), Human resources accounting and audit, National Conference on Management and Education, 12(1): 85-97.


• Filsaraei & Ekrami Nateghi S. (2016), a review of human resources accounting and auditing and its place in employee performance appraisal. Studies of economy financial management and accounting, 2(1): 24-30.


• Morris L. & Hoitash R. (2019), Flu season, human capital resources and audit outcomes, 26(2): 115-134.


• Kumari S. (2017), Hr audit: an emerging tool of human resource management, international journal of business administration and management, 11(2): 25-37.


• Keshavarz A. & Mehrara A. & Bagherzadeh M. & Gholipour Y. (2020), Investigating the Dimensions of the Customer Relationship Model Based on Banking Policies in Maskan Bank. Agricultural Marketing and Commercialization Journal, 4(2): 113-125.