Designing and validating a comparative model of the impact of human resource management development on organizational performance from the perspective of managers and employees
Subject Areas : Educationadel koulak 1 , hassan soltani 2 , Shiva Madahian 3 , Mehdi Mohammad Bagheri 4 , Navid Fatehi Rad 5
1 - PhD Student, Public Administration, Faculty of Literature and Humanities, Islamic Azad University, Kerman, Iran
2 - Assistant Professor, Shiraz Branch, Islamic Azad University, Shiraz, Iran
3 - Assistant Professor, Department of Public Administration, Kerman Branch, Islamic Azad University, Kerman, Iran
4 - Assistant Professor, Department of Industrial Management, Kerman Branch, Islamic Azad University, Kerman, Iran
5 - Assistant Professor, Department of Strategic Marketing, Kerman Branch, Islamic Azad University, Kerman, Iran.
Keywords: Organizational Commitment, Islamic Azad University, Organizational Culture, Fars province, organizational performance, human resources management, Managers and employees,
Abstract :
Introduction: The purpose of this study was to design and validate a comparative model of the impact of human resource management development on organizational performance from the perspective of managers and employees with the mediating role of organizational culture, organizational commitment and staff retention in Islamic Azad universities of Fars province. research methodology: The research method was applied in terms of purpose and exploratory mixed method in terms of data collection. Participants in this study in the qualitative section included managers and qualified staff of Islamic Azad universities in Fars province, from which 10 people were selected using purposive sampling. Findings:The results of structural equation testing from the perspective of managers showed that the two variables of organizational culture and organizational commitment have a mediating and significant effect on the relationship between human resource management and organizational performance, but employee retention does not mediate the relationship. Also, it was found that from the perspective of employees, all three variables of organizational culture, organizational commitment and employee retention have a mediating and significant effect on the relationship between human resource management and organizational performance from the perspective of employees. Conclusion: Applying the two models from two perspectives suggests that both managers and employees believe that organizational culture and organizational commitment mediate the relationship between human resource management and organizational performance, but retaining employees only from the perspective of employees can be the relationship between human resource management. And mediate the performance of the organization.
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