شناسایی و دسته بندی الگوی ذهنی خبرگان منابع انسانی در خصوص پیشران های توسعه التزام سرمایه انسانی با کاربست روش کیو
محورهای موضوعی : مدیریت بازرگانی
احسان نامدار جویمی
1
(پژوهشگر پسا دکترای گروه مدیریت دانشگاه تهران، تهران، ایران)
سید علیقلی روشن
2
(دانشیار گروه مدیریت دولتی دانشگاه سیستان و بلوچستان. زاهدان. ایران)
نور محمد یعقوبی
3
(استاد گروه مدیریت دولتی دانشگاه سیستان و بلوچستان. زاهدان. ایران)
بدرالدین اورعی یزدانی
4
(دانشیار گروه مدیریت دولتی دانشگاه سیستان و بلوچستان، زاهدان. ایران)
کلید واژه: روش کیو, پیشران, الگوی ذهنیت, خبرگان منابع انسانی, التزام سرمایه انسانی,
چکیده مقاله :
هدف از انجام این پژوهش شناسایی و دسته بندی ذهنیات خبرگان منابع انسانی درباره پیشران های توسعه التزام سرمایه انسانی می باشد. در این راستا برای رسیدن به شناسایی و دسته بندی ذهنیت خبرگان منابع انسانی در زمینه پیشران های توسعه التزام سرمایه انسانی از روش کیو استفاده شد که ابتدا ادبیات و پیشینه پژوهش مرور شد و سپس بر اساس اسناد و مدارک و مصاحبه و پرسش نامه از 12 خبره عبارت کیو(49 عبارت) شکل گرفت. سپس در مرحله بعد از خبرگان منابع انسانی و دانشگاهی خواسته شده است که عبارات کیو را بر محورهای تنظیم شده موافق و مخالف و ممتنع در قالب طیف شش گزینه ای 6+ تا 6- دسته بندی کنند. سپس بر اساس امار استباطی(تحلیل عاملی) بر اساس نرم افراز SPSS داده ها تجزیه و تحلیل شد و در قالب الگوهای مختلف ذهنی دسته بندی شده اند که در نهایت سه الگوی ذهنی شناسایی شده است. بر اساس اسناد و مدارک و اظهار نظر خبرگان میتوان این چنین اظهار کرد که عبارات کیو به دست امده از قابلیت و جامعیت برخوردار است. از این رو دارای روایی مورد قبول و مورد تایید است.
The drivers of human capital engagement development are the factors influencing the processes, events, actions, and images that produce distinct results and consequences for the concept of engagement. The purpose of this study was to identify and categorize the drivers of development of human capital commitment and the views of human resource experts about the drivers of human capital commitment. To this end, the Q methodology was employed. First, the related literature and research background were reviewed and then, based on the documents, interviews and questionnaires from 12 experts, the phrase Q (49 phrases) was formed. In the next step, human resources and academic experts were asked to categorize the Q statements on the agreed-upon, opposite, and abstracted axes in the form of a six-choice spectrum of 6+ to -6. Then, based on the inferential statistics (factor analysis) using SPSS software, the data were analyzed and categorized into different mental patterns, and finally, three mental patterns were identified. Based on the results, it can be stated that the Q statements obtained are capable and comprehensive. Therefore, it has an accepted and approved narrative. In this study, re-test was used to confirm the reliability. In this way, at least 20% of the sample subjects, that is, three people (12 experts in total) were tested twice, and the correlation coefficient obtained was 82% (0.82), which indicates a high level of reliability. The mentalities obtained based on the order of importance are: first pattern: leadership and personal and identity development; third pattern: structural, process and procedural; and second pattern: management and organizational resources.
Attridge M (2009) Measuring and managing employee work engagement: a review of the research and business literature. J Workplace Behav Health 24(4), 383–398.
Bakker, A., Schaufeli, W., Leiter, M., & Taris, T. (2008). Work engagement: An Emerging concept in occupational health psychology. Work & Stress. 22 (3), p. 187-200.
Bersin, J. (2015). Becoming irresistible: A new model for employee engagement. Deloitte Review, 16, 146 163.
Hakak, Mohammad; Shariatnejad, Ali; Saedi, Abdullah (1396); Identifying managers' mental patterns in order to psychologically integrate employees using the Q; Management and Development Process, Volume 30, Summer, No. 2. Consecutive 100. (In Persian).
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724.
Karatepe, O.M. (2013), High-performance work practices and hotel employee performance:The mediation of work engagement. International Journal of Hospitality Management, 32:132–140.
Karatepe, O.M., Keshavarz, S., & Nejati, S. (2010), Do core selfevaluations mediate the effect of coworker support on work engagement? A study of hotel employees in Iran. Journal of Hospitality and Tourism Management, 17, 62–71.
Khosravi, Mahboubeh (1396); Identifying the views of curriculum experts on innovation challenges in a higher education curriculum using the QQ method, Curriculum Research Journal, Volume Seven, Issue 2, Sequential 14, Fall and Winter, 118-144. (In Persian).
Levinson, E. (2007). Developing High Employee Engagement Makes Good Business Sense, accessed from, 133, 106-115. www.interactionassociates.com/ideas/2007/05/developing_high_employee_engagement_makes_good_busines _sense.php, on April 27. 2013.
Mackay, M. M., Allen, J. A., & Landis, R. S. (2017). Investigating the incremental validity of employee engagement in the prediction of employee effectiveness: A meta-analytic path analysis. Human Resource Management Review, 27(1), 108–120.
Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52, 397 422.
Saks AM (2011) Workplace spirituality and employee engagement. J Manag, Spiritual Relig 8 (4):317–340.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619.
Saks, A. M., & Gruman, J. A. (2014). What do we really know about employee engagement. Human Resources Development Quarterly, 25(2), 155–182.
Schaufeli, W. B. (2013). What is engagement? In C. Truss, K. Alfes, R. Delbridge, A. Shantz, & E. Soane (Eds.), Employee engagement in theory and practice (pp. 15–35). London: Routledge.
Schaufeli, W. B., Leiter, M. P., & Maslach, C. (2009). Burnout: 35 years of research and practice. Career Development International, 14(3), 204–220.
Schaufeli, W. B., Martinez, I., Pinto, A. M., Salanova, M., & Bakker, A. B. (2002). Burnout and engagement in university students: A cross-national study. Journal of Cross-Cultural Psychology, 33 (5), 464-481
Sepahvand, Reza; Mohammad Yari, Zohreh (1394); Identifying individuals' attitudes toward organizational laziness using the QQ method, Quarterly Journal of Organizational Behavior Studies, Vol.4, No.3(No.14), Fall,1-30. (In Persian).
Whittington, J. L. & Galpin, T. J. (2010). The engagement factor: Building a high-commitment organization in a low-commitment world. Journal of Business Strategy, 31(5): 14–24.
Whittington, J., Meskelis, S., Asare, E., & Beldona, S. (2017). Enhancing Employee Engagement: An Evidence Based Approach. Cham, Switzerland: Palgrave Macmillan, 1-157.
Yassini, Ali; Rezayatkgah, Hedayat; Taban, Mohammad; Zainabadi, Hassan (2016); Identifying the mental patterns of Ilam University staff regarding career advancement using Q method, Quarterly Journal of Management in Governmental Organizations, Volume 5, Number 1, Winter, 120-107. (In Persian).
Yeh. C. M. (2013), TOURISM INVOLVEMENT, WORK ENGAGEMENT AND JOB SATISFACTION AMONG FRONTLINE HOTEL EMPLOYEES. Annals of Tourism Research, 42: 214- 23.
_||_Attridge M (2009) Measuring and managing employee work engagement: a review of the research and business literature. J Workplace Behav Health 24(4), 383–398.
Bakker, A., Schaufeli, W., Leiter, M., & Taris, T. (2008). Work engagement: An Emerging concept in occupational health psychology. Work & Stress. 22 (3), p. 187-200.
Bersin, J. (2015). Becoming irresistible: A new model for employee engagement. Deloitte Review, 16, 146 163.
Hakak, Mohammad; Shariatnejad, Ali; Saedi, Abdullah (1396); Identifying managers' mental patterns in order to psychologically integrate employees using the Q; Management and Development Process, Volume 30, Summer, No. 2. Consecutive 100. (In Persian).
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724.
Karatepe, O.M. (2013), High-performance work practices and hotel employee performance:The mediation of work engagement. International Journal of Hospitality Management, 32:132–140.
Karatepe, O.M., Keshavarz, S., & Nejati, S. (2010), Do core selfevaluations mediate the effect of coworker support on work engagement? A study of hotel employees in Iran. Journal of Hospitality and Tourism Management, 17, 62–71.
Khosravi, Mahboubeh (1396); Identifying the views of curriculum experts on innovation challenges in a higher education curriculum using the QQ method, Curriculum Research Journal, Volume Seven, Issue 2, Sequential 14, Fall and Winter, 118-144. (In Persian).
Levinson, E. (2007). Developing High Employee Engagement Makes Good Business Sense, accessed from, 133, 106-115. www.interactionassociates.com/ideas/2007/05/developing_high_employee_engagement_makes_good_busines _sense.php, on April 27. 2013.
Mackay, M. M., Allen, J. A., & Landis, R. S. (2017). Investigating the incremental validity of employee engagement in the prediction of employee effectiveness: A meta-analytic path analysis. Human Resource Management Review, 27(1), 108–120.
Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52, 397 422.
Saks AM (2011) Workplace spirituality and employee engagement. J Manag, Spiritual Relig 8 (4):317–340.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619.
Saks, A. M., & Gruman, J. A. (2014). What do we really know about employee engagement. Human Resources Development Quarterly, 25(2), 155–182.
Schaufeli, W. B. (2013). What is engagement? In C. Truss, K. Alfes, R. Delbridge, A. Shantz, & E. Soane (Eds.), Employee engagement in theory and practice (pp. 15–35). London: Routledge.
Schaufeli, W. B., Leiter, M. P., & Maslach, C. (2009). Burnout: 35 years of research and practice. Career Development International, 14(3), 204–220.
Schaufeli, W. B., Martinez, I., Pinto, A. M., Salanova, M., & Bakker, A. B. (2002). Burnout and engagement in university students: A cross-national study. Journal of Cross-Cultural Psychology, 33 (5), 464-481
Sepahvand, Reza; Mohammad Yari, Zohreh (1394); Identifying individuals' attitudes toward organizational laziness using the QQ method, Quarterly Journal of Organizational Behavior Studies, Vol.4, No.3(No.14), Fall,1-30. (In Persian).
Whittington, J. L. & Galpin, T. J. (2010). The engagement factor: Building a high-commitment organization in a low-commitment world. Journal of Business Strategy, 31(5): 14–24.
Whittington, J., Meskelis, S., Asare, E., & Beldona, S. (2017). Enhancing Employee Engagement: An Evidence Based Approach. Cham, Switzerland: Palgrave Macmillan, 1-157.
Yassini, Ali; Rezayatkgah, Hedayat; Taban, Mohammad; Zainabadi, Hassan (2016); Identifying the mental patterns of Ilam University staff regarding career advancement using Q method, Quarterly Journal of Management in Governmental Organizations, Volume 5, Number 1, Winter, 120-107. (In Persian).
Yeh. C. M. (2013), TOURISM INVOLVEMENT, WORK ENGAGEMENT AND JOB SATISFACTION AMONG FRONTLINE HOTEL EMPLOYEES. Annals of Tourism Research, 42: 214- 23.
