Pathology of Sustainable Performance of Green Human Resources
Subject Areas :
Sustainable Development
Majid aryanzadegan
1
,
Reza Najafbagy
2
,
Nazanin Pilevari
3
1 - PhD Student, Department of Management, Science and Research Branch, Islamic Azad University, Tehran, Iran.
2 - Associate Professor, Department of Public Administration, Science and Research Branch, Islamic Azad University, Tehran, Iran. *(Corresponding Author)
3 - Department of Industrial Management, Faculty of Management and Accounting, Yadgar Imam Khomeini (Ra) Shahre Ray unit, Islamic Azad University, Tehran, Iran.
Received: 2021-06-21
Accepted : 2021-08-09
Published : 2023-09-23
Keywords:
Green Human Resources,
Interactive/Qualitative Analysis (IQA),
Abstract :
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.
References:
Safari, Ali., Farrokhi, Mojtaba., Salehzadeh, Reza. (2015). Pathology of Human Resource Management System, Human Resource Management Research, 7(1): 83-111. (In Persian)
Barth, A. L., & de Beer, W. (2018). Performance Management Process: Diagnosis. In Performance Management Success (pp. 107-113). Springer, Cham.
Denisi, A. S., & Murphy, K. R. (2017). Performance appraisal and performance management: 100 years of progress?. Journal of Applied Psychology, 102(3), 421.
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.
Popadiuk, S. (2012). Scale for classifying organizations as explorers, exploiters or ambidextrous. International Journal of Information Management, 32(2): 75– 87.
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)
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.
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
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
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)
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
Puhan, T-X. (2008). Balancing exploration and exploitation by creating organizational think tanks. Wiesbaden, Germany: Gabler Edition Wissenschaft
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
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
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
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)
Stata, R. (1989). Organizational learning–the key to management innovation, Sloan Management Review, 30(2): 63–74.
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
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Safari, Ali., Farrokhi, Mojtaba., Salehzadeh, Reza. (2015). Pathology of Human Resource Management System, Human Resource Management Research, 7(1): 83-111. (In Persian)
Barth, A. L., & de Beer, W. (2018). Performance Management Process: Diagnosis. In Performance Management Success (pp. 107-113). Springer, Cham.
Denisi, A. S., & Murphy, K. R. (2017). Performance appraisal and performance management: 100 years of progress?. Journal of Applied Psychology, 102(3), 421.
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.
Popadiuk, S. (2012). Scale for classifying organizations as explorers, exploiters or ambidextrous. International Journal of Information Management, 32(2): 75– 87.
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)
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.
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
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
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)
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
Puhan, T-X. (2008). Balancing exploration and exploitation by creating organizational think tanks. Wiesbaden, Germany: Gabler Edition Wissenschaft
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
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
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
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)
Stata, R. (1989). Organizational learning–the key to management innovation, Sloan Management Review, 30(2): 63–74.
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
