تعیین روابط علی بین پیشایندهای مدیریت منابع انسانی پایدار با استفاده از مدلسازی ساختاری- تفسیری
محورهای موضوعی : مدیریت(منابع انسانی)صیاد ندیمی داراب 1 , محمدرضا مردانی 2 , غلامرضا معمارزاده طهران 3 , ناصر حمیدی 4
1 - دانشجوی دکتری گروه مدیریت دولتی، واحد قزوین، دانشگاه آزاد اسلامی، قزوین، ایران
2 - دانشیار گروه مدیریت دولتی، دانشگاه جامع امام حسین (ع)، تهران، ایران
3 - دانشیارگروه مدیرت دولتی، واحد علوم و تحقیقات،دانشگاه آزاد اسلامی،تهران،ایران
4 - دانشیارگروه مدیریت صنعتی،واحد قزوین،دانشگاه آزاد اسلامی،قزوین،ایران
کلید واژه: مدیریت منابع انسانی پایدار, مدلسازی ساختاری- تفسیری, روابط علی,
چکیده مقاله :
هدف این مقاله تعیین روابط علی بین پیشایندهای مدیریت منابع انسانی پایدار با استفاده از مدلسازی ساختاری- تفسیری می باشد. مطالعه حاضر از منظر هدف، کاربردی و بر اساس روش انجام کار توصیفی است. جامعه آماری این تحقیق دو بخش کارکنان وزارت بهداشت و آموزش پزشکی و خبرگان می باشد. ابزار گردآوری داده ها دو پرسشنامه را شامل می شود. پرسشنامه اول به منظور شناسایی و تایید چارچوب نظری در جامعه آماری مورد مطالعه استفاده شده که پس از تأیید روایی و پایایی در بین اعضای نمونه آماری توزیع گردیده است. پرسشنامه دوم مخصوص روش مدل سازی ساختاری- تفسیری است. برای تحلیل داده ها از تحلیل عاملی تأییدی و مدل سازی ساختاری- تفسیری استفاده شده است. نتایج نشان می دهد که ده عامل به عنوان پیشایندهای مدیریت منابع انسانی پایدار در جامعه آماری مورد نظر تلقی می شود. همچنین نتایج مدل سازی ساختاری- تفسیری نشان می دهد که حمایت سازمانی و نظارت به عنوان اساس پیشایندهای مدیریت منابع انسانی پایدار می باشد که به صورت مستقیم و غیرمستقیم بر سایر پیشایندها اثرگذار است.
The purpose of the current applied descriptive enquiry was to examine the causal relationships among sustainable human resource management (HRM) antecedents using structural-interpretive modeling. The research population consisted of staff at the Ministry of Health and Medical Education as well as the experts in the field. Two questionnaires were employed to glean the research data. The first researcher-made questionnaire was initially distributed among the research population to identify and validate the theoretical framework after its validity and reliability were statistically verified. The second questionnaire was employed for the sake of structural-interpretive modeling. The collected research data were analyzed through confirmatory factor analysis and structural-interpretive modeling the results of which revealed ten factors as antecedents of sustainable HRM in the target population. Likewise, the results of structural-interpretive modeling bore on organizational support and supervision as the basis of sustainable HRM practices that may directly and indirectly affect other antecedents.
Aust, I., Brandl, J., & Keegan, A. (2015). State-of-the-art and future directions for HRM from a paradox perspective: Introduction to the Special Issue. German Journal of Human Resource Management, 29(3-4), 194-213.
Boudreau, J. W., & Ramstad, P. M. (2005). Talentship, talent segmentation, and sustainability: A new HR decision science paradigm for a new strategy definition. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 44(2),129-136.
Bowman, C., & Ambrosini, V. (2000). Value creation versus value capture: towards a coherent definition of value in strategy. British journal of management, 11(1), 1-15.
Chams, N., & García-Blandón, J. (2019). On the importance of sustainable human resource management for the adoption of sustainable development goals. Resources, Conservation and Recycling, 141, 109-122.
Ehnert, I., Harry, W., & Zink, K. J. (2013). Sustainability and Human Resource Management-Developing Sustainable Business Organizations.
Ehnert, I., Parsa, S., Roper, I., Wagner, M., & Muller-Camen, M. (2016). Reporting on sustainability and HRM: A comparative study of sustainability reporting practices by the world's largest companies. The International Journal of Human Resource Management, 27(1), 88-108.
Gollan, P. J. (2005). High involvement management and human resource sustainability: The challenges and opportunities. Asia Pacific Journal of Human Resources, 43(1), 18-33.
Gollan, P. J.(2000). Human resources, capabilities and sustainability, in: Dunphy, D., Benveniste, J., Griffiths, A., Sutton, P. (Eds.), Sustainability: The corporate challenge of the 21st century. Allen and Unwin, Sydney, p. 55-77
Guerci, M., & Pedrini, M. (2014). The consensus between Italian HR and sustainability managers on HR management for sustainability-driven change–towards a ‘strong'HR management system. The International Journal of Human Resource Management, 25(13), 1787-1814.
Hahn, T., & Figge, F. (2011). Beyond the bounded instrumentality in current corporate sustainability research: Toward an inclusive notion of profitability. Journal of Business Ethics, 104(3), 325-345.
Hirsig, N., Rogovsky, N., & Elkin, M. (2014). Enterprise Sustainability and HRM in Small and Medium-Sized Enterprises. In Sustainability and Human Resource Management (pp. 127-152). Springer, Berlin, Heidelberg.
Järlström, M., Saru, E., & Vanhala, S. (2018). Sustainable human resource management with salience of stakeholders: A top management perspective. Journal of Business Ethics, 152(3), 703-724.
Kiron, D., Kruschwitz, N., Haanaes, K., & von Streng Velken, I. (2012). Sustainability nears a tipping point. MIT Sloan Management Review, 53(2), 69-74.
Korten, D.C., (2001). When Corporations Ruled the World. Barrett Koehler, San Francisco, CA.
Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach?. The International Journal of Human Resource Management, 25(8), 1069-1089.
Linnenluecke, M. K., & Griffiths, A. (2010). Corporate sustainability and organizational culture. Journal of world business, 45(4), 357-366.
Macke, J., & Genari, D. (2019). Systematic literature review on sustainable human resource management. Journal of Cleaner Production, 208, 806-815.
Maley, J. (2014). Sustainability: the missing element in performance management. Asia-Pacific Journal of Business Administration, 6(3), 190-205.
Schaltegger, S., Lüdeke-Freund, F., & Hansen, E. G. (2012). Business cases for sustainability: the role of business model innovation for corporate sustainability. International Journal of Innovation and Sustainable Development, 6(2), 95-119.
Speth, J. G. (2010). Towards a new economy and a new politics. Solutions, 1(5), 33-41.
Wagner, M. (2013). ‘Green’human resource benefits: do they matter as determinants of environmental management system implementation?. Journal of Business Ethics, 114(3), 443-456.
Wagner, M. (2015). A European perspective on country moderation effects: Environmental management systems and sustainability-related human resource benefits. Journal of World Business, 50(2), 379-388.
Zaugg, R. J., Blum, A., & Thom, N. (2001). Sustainability in human resource management. Evaluation Report. Survey in European Companies and Institutions. Arbeitsbericht des Instituts für Organisation und Personal der Universität Bern und des eidgenössischen Personalamtes.
Zink, K. J. (2014). Designing sustainable work systems: The need for a systems approach. Applied ergonomics, 45(1), 126-132.
_||_Aust, I., Brandl, J., & Keegan, A. (2015). State-of-the-art and future directions for HRM from a paradox perspective: Introduction to the Special Issue. German Journal of Human Resource Management, 29(3-4), 194-213.
Boudreau, J. W., & Ramstad, P. M. (2005). Talentship, talent segmentation, and sustainability: A new HR decision science paradigm for a new strategy definition. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 44(2),129-136.
Bowman, C., & Ambrosini, V. (2000). Value creation versus value capture: towards a coherent definition of value in strategy. British journal of management, 11(1), 1-15.
Chams, N., & García-Blandón, J. (2019). On the importance of sustainable human resource management for the adoption of sustainable development goals. Resources, Conservation and Recycling, 141, 109-122.
Ehnert, I., Harry, W., & Zink, K. J. (2013). Sustainability and Human Resource Management-Developing Sustainable Business Organizations.
Ehnert, I., Parsa, S., Roper, I., Wagner, M., & Muller-Camen, M. (2016). Reporting on sustainability and HRM: A comparative study of sustainability reporting practices by the world's largest companies. The International Journal of Human Resource Management, 27(1), 88-108.
Gollan, P. J. (2005). High involvement management and human resource sustainability: The challenges and opportunities. Asia Pacific Journal of Human Resources, 43(1), 18-33.
Gollan, P. J.(2000). Human resources, capabilities and sustainability, in: Dunphy, D., Benveniste, J., Griffiths, A., Sutton, P. (Eds.), Sustainability: The corporate challenge of the 21st century. Allen and Unwin, Sydney, p. 55-77
Guerci, M., & Pedrini, M. (2014). The consensus between Italian HR and sustainability managers on HR management for sustainability-driven change–towards a ‘strong'HR management system. The International Journal of Human Resource Management, 25(13), 1787-1814.
Hahn, T., & Figge, F. (2011). Beyond the bounded instrumentality in current corporate sustainability research: Toward an inclusive notion of profitability. Journal of Business Ethics, 104(3), 325-345.
Hirsig, N., Rogovsky, N., & Elkin, M. (2014). Enterprise Sustainability and HRM in Small and Medium-Sized Enterprises. In Sustainability and Human Resource Management (pp. 127-152). Springer, Berlin, Heidelberg.
Järlström, M., Saru, E., & Vanhala, S. (2018). Sustainable human resource management with salience of stakeholders: A top management perspective. Journal of Business Ethics, 152(3), 703-724.
Kiron, D., Kruschwitz, N., Haanaes, K., & von Streng Velken, I. (2012). Sustainability nears a tipping point. MIT Sloan Management Review, 53(2), 69-74.
Korten, D.C., (2001). When Corporations Ruled the World. Barrett Koehler, San Francisco, CA.
Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach?. The International Journal of Human Resource Management, 25(8), 1069-1089.
Linnenluecke, M. K., & Griffiths, A. (2010). Corporate sustainability and organizational culture. Journal of world business, 45(4), 357-366.
Macke, J., & Genari, D. (2019). Systematic literature review on sustainable human resource management. Journal of Cleaner Production, 208, 806-815.
Maley, J. (2014). Sustainability: the missing element in performance management. Asia-Pacific Journal of Business Administration, 6(3), 190-205.
Schaltegger, S., Lüdeke-Freund, F., & Hansen, E. G. (2012). Business cases for sustainability: the role of business model innovation for corporate sustainability. International Journal of Innovation and Sustainable Development, 6(2), 95-119.
Speth, J. G. (2010). Towards a new economy and a new politics. Solutions, 1(5), 33-41.
Wagner, M. (2013). ‘Green’human resource benefits: do they matter as determinants of environmental management system implementation?. Journal of Business Ethics, 114(3), 443-456.
Wagner, M. (2015). A European perspective on country moderation effects: Environmental management systems and sustainability-related human resource benefits. Journal of World Business, 50(2), 379-388.
Zaugg, R. J., Blum, A., & Thom, N. (2001). Sustainability in human resource management. Evaluation Report. Survey in European Companies and Institutions. Arbeitsbericht des Instituts für Organisation und Personal der Universität Bern und des eidgenössischen Personalamtes.
Zink, K. J. (2014). Designing sustainable work systems: The need for a systems approach. Applied ergonomics, 45(1), 126-132.
