Human Resource Performance Management Pathology based on Lack of Green Ambidextrous Learning in The Banking System

Subject Areas : Environmental Economics

Majid aryanzadegan ¹ ( PhD Student, Department of Management, Science and Research Branch, Islamic Azad University, Tehran, Iran. )
Reza Najafbagy ² ( Associate Professor, Department of Public Administration, Science and Research Branch, Islamic Azad University, Tehran, Iran. *(Corresponding Authors) )
Nazanin Pilevari ³ ( Department of Industrial Management, Faculty of Management and Accounting, Yadgar Imam Khomeini (Ra) Shahre Ray unit, Islamic Azad University, Tehran, Iran. )

Received: 2021-09-18 Accepted : 2021-11-09 Published : 2023-03-21

Keywords: Interpretive Ranking Process, Ambidextrous Learning, Human resource performance management pathology,

Abstract :

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.

References:

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. Barth, A. L., & de Beer, W. (2018). Performance Management Process: Diagnosis. In Performance Management Success (pp. 107-113). Springer, Cham.


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. 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. Popadiuk, S. (2012). Scale for classifying organizations as explorers, exploiters or ambidextrous. International Journal of Information Management, 32(2): 75– 87.


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. 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. 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. 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. 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. 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. Puhan, T-X. (2008). Balancing exploration and exploitation by creating organizational think tanks. Wiesbaden, Germany: Gabler Edition Wissenschaft


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. 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. 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. 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. Stata, R. (1989). Organizational learning–the key to management innovation, Sloan Management Review, 30(2): 63–74.


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