The Determination of strategic occupations and identify criteria for these job positions by using multi-criteria decision-making methods in a fuzzy environment (case study: an automobile company)

Subject Areas :

فاطمه یزدان پور ¹ , حمیدرضا یزدانی ² , حسن زارعی متین ³

1 - نویسنده مسئول، دانشجوی دکتری رشته مدیریت منابع انسانی، دانشکده مدیریت پردیس ارس، دانشگاه تهران، تهران، ایران. آدرس پست الکترونیکی: [e-mail]
2 - دانشیار، دانشکده مدیریت، پردیس فارابی، دانشگاه تهران، تهران، ایران. آدرس پست الکترونیکی: [e-mail]
3 - استاد تمام دانشکده مدیریت پردیس فارابی، دانشگاه تهران، تهران، ایران. آدرس پست الکترونیکی: [e-mail]

Received: 2023-07-12 Accepted : 2023-08-14 Published : 2023-05-22

Keywords: Keywords: Strategic occupations, Determination of strategic occupations criteria, Strategic ramifications, Decision’s consequences and Multi-criteria decision-making process,

Abstract :

AbstractOrganizations need to identify their strategic occupations so they can succeed by giving those positions to their highly potential staff members, since the performance of these people, is highly consequential on the organizational performance. Since different organizations define strategic occupations based on diverse aims and strategies and this process is different from one organization to another, and furthermore, whereas strategies can be modified time to time, so no occupation could be regarded intrinsically as strategic. In this research, through use of in-depth interviews with experts, we explored the strategic occupations and with the use of multi-criteria decision-making process we determined the strategic occupations in a Fuzzy environment. The results showed, strategic ramifications, the decision’s consequences, the level of authority and the competitive advantage, respectively determine the strategic occupations within an organization. Moreover, 13 percent of occupations within this specific organization are defined as strategic.Keywords: Strategic occupations, Determination of strategic occupations criteria, Strategic ramifications, Decision’s consequences and Multi-criteria decision-making process.

References:

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- Beatty, B. E. (2009). The Differentiated Workforce: Transforming Talent into Strategic Impact. Harvard Business Press.
- Becker, B., & Huselid, M. (2017). SHRM and job design: Narrowing the divide. Journal of Organizational Behavior, 31, 124-156.
- Becker, B., Huselid, M. (2009). Strategic human resources management: Where do we go from here. Journal of Management,32, 40-65.
- Chen, C.T., Lin, C.T. and Huang, S.F. (2006), “A fuzzy approach for supplier evaluation and selection in supply chain managemen”, International Journal of Production Economics, Vol. 102, NO.2, pp. 289-301.
- Clarrke, V. & Braun, V. (2013), Teaching thematic analysis: Overcoming challenges and developing startegies for effective learning. The Psychologist, 26 92), 120-123
- Ghasemi, Gholi Pour, Abooyee Ardakan. (2022). Identifying and Prioritizing the Criteria of Strategic Jobs (Case study: Hamrahe aval Company). Public Management Researches.
004 /............... تعیین مشاغل استراتژیک و معیارهای شناسایی این مشاغل...
- Gholipour, A. (2016). human resources management, Tehran, University of Tehran press (UTP). (In Persian)
- Huselid, M. A. (2005). “A Players” or “A Positions”? The Strategic Logic of Workforce Management. Harward Business Review, 110-117.
- Huselid, M. A. (2018). The science and practice of workforce analytics: Introduction to the HRM special issue. Wiley Periodicals, Inc .
- Kaplan, R. S., & Norton D. P. (2003). Balance Scorecard report: insight, experience and ideas for strategy-focus organization”. Harvard business school publishing, 5(6), 1-5
- Kaplan, R. S., & Norton D. P. (2009). Balance Scorecard report: insight, experience and ideas for strategy-focus organization. Harvard business school publishing, 5,66-125.
- M. Amstrong, C. Ann and H. (2020). Sue: Job Evaluation: A Guide to Achieving Equal Pay. Sterling: Kogan Page Limited.
- Rothwell, W. J. (2010). Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within. AMACOM.
- Weber, J. S. (2001). Balanced Performance Measurement Systems and Manager Satisfaction -Empirical Evidence from a German Study -. researchgate.net