ارائه الگوی کنترل کارکنان نامرئی در سازمان‌های دولتی (موردمطالعه؛ دانشگاه‌ها و مؤسسات آموزش عالی شهر ایلام)
محورهای موضوعی : مدیریت دولتی
ندا سلیمی
1
(کارشناس ارشد مدیریت دولتی، دانشکده ادبیات و علوم انسانی، دانشگاه ایلام، ایلام، ایران)
محمد تابان
2
(دانشیار گروه مدیریت منابع انسانی، دانشکده ادبیات و علوم انسانی، دانشگاه ایلام، ایلام، ایران.)
یاسان اله پوراشرف
3
(دانشیار گروه مدیریت بازرگانی، دانشکده ادبیات و علوم انسانی، دانشگاه ایلام، ایلام، ایران)
سیدمهدی ویسه
4
(استادیارگروه مدیریت منابع انسانی، دانشکده ادبیات و علوم انسانی، دانشگاه ایلام، ایلام، ایران)
کلید واژه: سازمان‌های دولتی, کنترل, نظریه داده بنیاد, کارکنان نامرئی,
چکیده مقاله :
پژوهش حاضر با استفاده از رویکرد پژوهش کیفی، به طراحی الگویی برای کنترل کارکنان نامرئی در سازمان‌های دولتی پرداخته است. برای گردآوری داده‌ها از مصاحبهء نیمه ساخت‌یافته و برای تحلیل داده‌ها از نظریه ء داده بنیاد استفاده شده است. جمعیت آماری پژوهش، مدیران دانشگاه‌ها و مؤسسات آموزش عالی شهر ایلام بودند که به روش نمونه‌گیری گلوله‌برفی انتخاب شدند. یافته‌ها نشان داد، کنترل کارکنان نامرئی تحت تأثیر شرایط علی، شرایط زمینه‌ای و شرایط مداخله‌گر قرار دارد. شرایط علی الگوی کنترلی شامل: سیستم ارزشیابی کارآمد، جو حمایتگری سازمان، نظام کنترل و نظارت کارآمد و ارتقای منصفانه کارکنان است. شرایط زمینه‌ای شامل: جبران خدمات مؤثر، توجه به ویژگی‌های شخصیتی افراد، رفتار حمایتی و اخلاق‌محورانه مدیران می‌باشد. عوامل مداخله‌گر شامل: قانون محوری، کاهش قدرت‌های پنهان، داشتن برنامه‌های کنترلی شفاف و مشخص است. توانمندسازی مدیران، توسعه منابع انسانی، ارتقای صمیمیت سازمانی، هماهنگی شغل با توانایی کارکنان، نظام استخدامی مناسب راهبردهای الگوی کنترلی هستند و درنهایت کنترل کارکنان نامرئی موجب کارآمدی سازمانی، رضایت ارباب‌رجوع، افزایش پاسخگویی سازمان، افزایش مشارکت و تعهد کارکنان می‌شود.
The present qualitative research set out to design a model for invisible employee control in public organizations. The research sample included managers at various universities and educational institutes in Ilam selected based on snowball sampling. A semi-structured interview was conducted with the participants to collect the research data which were further analyzed based on Grounded Theory. The findings indicated that three sets of causal, contextual and intervening factors can influence invisible employee control. Causal factors include efficient evaluation system, adequate organizational supportive atmosphere, efficient supervision and control system and fair and unbiased employee promotion. Contextual factors comprise appreciating and rewarding effective services, taking personality characteristics into account and managers’ ethical supportive behavior towards employees. Intervening factors were found to be maintaining rule-orientation, reducing hidden powers and existence of clear specific control plans. Control pattern strategies were found to include empowering managers, developing human resources, promoting organizational intimacy, matching jobs with employees’ capabilities and adequate employment system. Finally, invisible employee control was construed as leading to organizational efficiency, customer satisfaction, promoting organizational accountability, and boosting employees’ participation and commitment.
Abbaszadeh, M. (2012). Validity and reliability in qualitative researches. Journal of Applied Sociology, 23(1), 19-34. (in Persian)
Ahmadi, Y., Ghaffari, M., Sepayani, M. (2015). Study of Enabling comparative human resources and employee education and training of bank employees in Isfahan. , 8(27), 99-120. (in Persian)
Akgunduz, Y., & Eryilmaz, G. (2018). Does turnover intention mediate the effects of job insecurity and co-worker support on social loafing?. International Journal of Hospitality Management, 68, 41-49.
Allen, M. R., Adomdza, G. K., & Meyer, M. H. (2015). Managing for innovation: Managerial control and employee level outcomes. Journal of Business Research, 68(2), 371-379.
Alotibi, B., Alarifi, N., Abdulghani, M., & Altoaimy, L. (2019). Overcoming Free-Riding Behavior in Peer-to-Peer Networks Using Points System Approach. Procedia Computer Science, 151, 1060-1065.
Albanese, R., & Van Fleet, D. D. (1985). Rational behavior in groups: The free-riding tendency. Academy of Management Review, 10(2), 244–255.
Bennett, N., & Naumann, S. E. (2005). Understanding and preventing shirking, job neglect, social loafing, and free riding (chapter 5). Managing organizational deviance, 113-129.
Blanchard, C., Baker, A., Perreault, D., Mask, L., & Tremblay, M. (2019). The importance of keeping employees satisfied. Journal of Health Organization and Management, 34(1), 23-39.
Bouten, L., & Hoozée, S. (2016). Let's do it safely: how Altrad Balliauw configured a package of control systems. Journal of cleaner production, 136, 172-180.
Danaee Fard, H., & Imami, S. M. (2008). Qualitative Research Strategies: A Reflection on grounded theory, Management thought Journal,1(2), 69-97. (in Persian)
Danaee Fard, H., & Islami, A. (2012). Construction of the Institute's Imperative Theory: Application of the Research Strategy of grounded theory in Practice, Tehran, Imam Sadegh University, First Edition. (in Persian).
Das, B. M., Sartore-Baldwin, M., & Mahar, M. T. (2016). The invisible employee: University housekeeping employees’ perceptions of physical activity. Journal of Physical Activity and Health, 13(9), 952-956.
Dobos, N. (2017). What’s So Deviant about Production Deviance?: The Ethics of ‘Withholding Effort’in the Workplace. Social Theory and Practice, 43(3), 519-540.
Du, Y., Zhang, L., & Tekleab, A. G. (2018). Job strains, job control, and POS on employee performance: An interactionist perspective. Journal of Business Research, 82, 213-219.
Ebrahimi, N., Shamsi, M. (2018). Identification of factors affecting invisibilityStaff at Payam Noor University of Khuzestan Province. , 5(46), 47-59. (in Persian).
Everton, W. J., Jolton, J. A., & Mastrangelo, P. M. (2007). Be nice
and fair or else: understanding reasons for employees' deviant
behaviors. Journal of Management Development, 26(2), 117-131.
Ferguson, K. L., & Reio Jr, T. G. (2010). Human resource management systems and firm performance. Journal of Management Development, 29(5), 471-494.
Glaser, B. G., & Holton, J. (2004). Remodeling grounded theory. qualitative social research (fqs), 5(2), 1-22.
Gostick, A., & Elton, C. (2010). The invisible employee: Realizing the hidden potential in everyone. John Wiley & Sons, 1-24.
Gostick, A., & Elton, C. (1965). The invisible employee: Realizing the hidden potential in everyone. Translation by Ali Pourbaghasemi (2006). Eshareh press, Tehran. (in Persian)
Haghgouan, Z,. Zarei Matin, H,. Jandaghi, Gh,. Rahmati, M H. (2016). Understanding the Necht Formation Process Using the Basis grounded Theory, Organizational Behavior Studies Journal, 4(2),119-141.(in Persian)
Iqbal, Q. (2016). Organizational Politics, Transformational Leadership and Neglect in Banking Sector. International Journal of Management, Accounting and Economics, 3(10), 609-622.
Jackson, M. (2006). Personality traits and occupational attainment.
European Sociological Review, 22(2), 187-199.
Karimi, L., Gilbreath, B., Kim, T. Y., & J. Grawitch, M. (2014). Come rain or come shine: supervisor behavior and employee job neglect. Leadership & Organization Development Journal, 35(3), 210-225.
Kamali, Y. (2015). Investigating the Role of Personnel Performance Evaluation in the Realization of Meritocracy in the Organization, Naja Human Resources Journal, 9(37), 49-76. (in Persian)
Kermani, B. (2010). The role of invisible staff in the proper use of health resources resources, 7th Annual Students Conference on Health Services Management, Kerman University of Medical Sciences,112-127.(in Persian)
Kidwell, R. E., & Robie, C. (2003). Withholding effort in organizations: Toward development and validation of a measure. Journal of Business and Psychology, 17(4), 537-561.
Kidwell, R. E., & Valentine, S. R. (2009). Positive group context, work attitudes, and organizational misbehavior: The case of withholding job effort. Journal of Business Ethics, 86(1), 15-28.
Koushki Jahromi, A., Seyed Naghavi, M., Hosseinpour, D., & Mohammadi Moghadam, Y. (2015). A Coherent Pattern of Concepts of Organizational Behavior (Concepts of Motivation, Participation and Employees Control) for the Development of Bilateral Learning, Organizational Behavior Studies Journal, 3(3), 19-46. (in Persian).
Lu, P., Yuan, S., & Wu, J. (2017). The interaction effect between intra-organizational and inter-organizational control on the project performance of new product development in open innovation. International Journal of Project Management, 35(8), 1627-1638.
Mohamad yari, Z., Sepahvand, R., Vahdati, H., moosavi, S. (2018). Evaluating the Maturity of Human Resource Management Processes Based on Philips Model. Journal of Research in Human Resources Management, 10(1), 51-76. (in Persian).
Rahim, R., Supiyandi, S., Siahaan, A. P. U., Listyorini, T., Utomo, A. P., Triyanto, W. A., & Khairunnisa, K. (2018). TOPSIS Method Application for Decision Support System in Internal Control for Selecting Best Employees. In J. Phys. Conf. Ser, 1028(1), 1-9.
Rastgarnia, Zh. (2002). The invisible employee. Journal of Correction and Education, 123, 41-45. (in Persian).
Shahrezaei S R. The State of Higher Education Evaluation in the Country and the Formulation of Conceptual Framework. IRPHE. 2011; 16 (2) :41-60. (in Persian).
Strauss, A., & Corbin, J. (2012). Principles of Qualitative Research Method: Basic Theory, Procedures and Methods, Translation by Biok Mohammadi, Tehran, Human Sciences Research and Cultural Studies Institute press, Third Edition. (in Persian).
Schnake, M. (2007). An integrative model of effort propensity. Human Resource Management Review, 17(3), 274-289.
Verburg, R. M., Nienaber, A. M., Searle, R. H., Weibel, A., Den Hartog, D. N., & Rupp, D. E. (2018). The role of organizational control systems in employees’ organizational trust and performance outcomes. Group & organization management, 43(2), 179-206.
Zhu, M., & Wang, H.(2019).Social loafing with group development. International Journal of Services, Economics and Management,10(1),55-67.
_||_Abbaszadeh, M. (2012). Validity and reliability in qualitative researches. Journal of Applied Sociology, 23(1), 19-34. (in Persian)
Ahmadi, Y., Ghaffari, M., Sepayani, M. (2015). Study of Enabling comparative human resources and employee education and training of bank employees in Isfahan. , 8(27), 99-120. (in Persian)
Akgunduz, Y., & Eryilmaz, G. (2018). Does turnover intention mediate the effects of job insecurity and co-worker support on social loafing?. International Journal of Hospitality Management, 68, 41-49.
Allen, M. R., Adomdza, G. K., & Meyer, M. H. (2015). Managing for innovation: Managerial control and employee level outcomes. Journal of Business Research, 68(2), 371-379.
Alotibi, B., Alarifi, N., Abdulghani, M., & Altoaimy, L. (2019). Overcoming Free-Riding Behavior in Peer-to-Peer Networks Using Points System Approach. Procedia Computer Science, 151, 1060-1065.
Albanese, R., & Van Fleet, D. D. (1985). Rational behavior in groups: The free-riding tendency. Academy of Management Review, 10(2), 244–255.
Bennett, N., & Naumann, S. E. (2005). Understanding and preventing shirking, job neglect, social loafing, and free riding (chapter 5). Managing organizational deviance, 113-129.
Blanchard, C., Baker, A., Perreault, D., Mask, L., & Tremblay, M. (2019). The importance of keeping employees satisfied. Journal of Health Organization and Management, 34(1), 23-39.
Bouten, L., & Hoozée, S. (2016). Let's do it safely: how Altrad Balliauw configured a package of control systems. Journal of cleaner production, 136, 172-180.
Danaee Fard, H., & Imami, S. M. (2008). Qualitative Research Strategies: A Reflection on grounded theory, Management thought Journal,1(2), 69-97. (in Persian)
Danaee Fard, H., & Islami, A. (2012). Construction of the Institute's Imperative Theory: Application of the Research Strategy of grounded theory in Practice, Tehran, Imam Sadegh University, First Edition. (in Persian).
Das, B. M., Sartore-Baldwin, M., & Mahar, M. T. (2016). The invisible employee: University housekeeping employees’ perceptions of physical activity. Journal of Physical Activity and Health, 13(9), 952-956.
Dobos, N. (2017). What’s So Deviant about Production Deviance?: The Ethics of ‘Withholding Effort’in the Workplace. Social Theory and Practice, 43(3), 519-540.
Du, Y., Zhang, L., & Tekleab, A. G. (2018). Job strains, job control, and POS on employee performance: An interactionist perspective. Journal of Business Research, 82, 213-219.
Ebrahimi, N., Shamsi, M. (2018). Identification of factors affecting invisibilityStaff at Payam Noor University of Khuzestan Province. , 5(46), 47-59. (in Persian).
Everton, W. J., Jolton, J. A., & Mastrangelo, P. M. (2007). Be nice
and fair or else: understanding reasons for employees' deviant
behaviors. Journal of Management Development, 26(2), 117-131.
Ferguson, K. L., & Reio Jr, T. G. (2010). Human resource management systems and firm performance. Journal of Management Development, 29(5), 471-494.
Glaser, B. G., & Holton, J. (2004). Remodeling grounded theory. qualitative social research (fqs), 5(2), 1-22.
Gostick, A., & Elton, C. (2010). The invisible employee: Realizing the hidden potential in everyone. John Wiley & Sons, 1-24.
Gostick, A., & Elton, C. (1965). The invisible employee: Realizing the hidden potential in everyone. Translation by Ali Pourbaghasemi (2006). Eshareh press, Tehran. (in Persian)
Haghgouan, Z,. Zarei Matin, H,. Jandaghi, Gh,. Rahmati, M H. (2016). Understanding the Necht Formation Process Using the Basis grounded Theory, Organizational Behavior Studies Journal, 4(2),119-141.(in Persian)
Iqbal, Q. (2016). Organizational Politics, Transformational Leadership and Neglect in Banking Sector. International Journal of Management, Accounting and Economics, 3(10), 609-622.
Jackson, M. (2006). Personality traits and occupational attainment.
European Sociological Review, 22(2), 187-199.
Karimi, L., Gilbreath, B., Kim, T. Y., & J. Grawitch, M. (2014). Come rain or come shine: supervisor behavior and employee job neglect. Leadership & Organization Development Journal, 35(3), 210-225.
Kamali, Y. (2015). Investigating the Role of Personnel Performance Evaluation in the Realization of Meritocracy in the Organization, Naja Human Resources Journal, 9(37), 49-76. (in Persian)
Kermani, B. (2010). The role of invisible staff in the proper use of health resources resources, 7th Annual Students Conference on Health Services Management, Kerman University of Medical Sciences,112-127.(in Persian)
Kidwell, R. E., & Robie, C. (2003). Withholding effort in organizations: Toward development and validation of a measure. Journal of Business and Psychology, 17(4), 537-561.
Kidwell, R. E., & Valentine, S. R. (2009). Positive group context, work attitudes, and organizational misbehavior: The case of withholding job effort. Journal of Business Ethics, 86(1), 15-28.
Koushki Jahromi, A., Seyed Naghavi, M., Hosseinpour, D., & Mohammadi Moghadam, Y. (2015). A Coherent Pattern of Concepts of Organizational Behavior (Concepts of Motivation, Participation and Employees Control) for the Development of Bilateral Learning, Organizational Behavior Studies Journal, 3(3), 19-46. (in Persian).
Lu, P., Yuan, S., & Wu, J. (2017). The interaction effect between intra-organizational and inter-organizational control on the project performance of new product development in open innovation. International Journal of Project Management, 35(8), 1627-1638.
Mohamad yari, Z., Sepahvand, R., Vahdati, H., moosavi, S. (2018). Evaluating the Maturity of Human Resource Management Processes Based on Philips Model. Journal of Research in Human Resources Management, 10(1), 51-76. (in Persian).
Rahim, R., Supiyandi, S., Siahaan, A. P. U., Listyorini, T., Utomo, A. P., Triyanto, W. A., & Khairunnisa, K. (2018). TOPSIS Method Application for Decision Support System in Internal Control for Selecting Best Employees. In J. Phys. Conf. Ser, 1028(1), 1-9.
Rastgarnia, Zh. (2002). The invisible employee. Journal of Correction and Education, 123, 41-45. (in Persian).
Shahrezaei S R. The State of Higher Education Evaluation in the Country and the Formulation of Conceptual Framework. IRPHE. 2011; 16 (2) :41-60. (in Persian).
Strauss, A., & Corbin, J. (2012). Principles of Qualitative Research Method: Basic Theory, Procedures and Methods, Translation by Biok Mohammadi, Tehran, Human Sciences Research and Cultural Studies Institute press, Third Edition. (in Persian).
Schnake, M. (2007). An integrative model of effort propensity. Human Resource Management Review, 17(3), 274-289.
Verburg, R. M., Nienaber, A. M., Searle, R. H., Weibel, A., Den Hartog, D. N., & Rupp, D. E. (2018). The role of organizational control systems in employees’ organizational trust and performance outcomes. Group & organization management, 43(2), 179-206.
Zhu, M., & Wang, H.(2019).Social loafing with group development. International Journal of Services, Economics and Management,10(1),55-67.