ارائه الگوی تعیین بهره وری مدیریت منابع انسانی پایدار در پروژه های ساختمانی
محورهای موضوعی : مدیریت پروژهسید علی زاده ختمی مآب 1 , محسنعلی شایانفر 2 , مسعود ذبیحی سامانی 3 , مهدی روان شادنیا 4
1 - دانشجوی دکتری گروه مهندسی عمران، واحدعلوم و تحقیقات، دانشگاه آزاد اسلامی، تهران، ایران
2 - دانشیار گروه مهندسی عمران، دانشگاه علم و صنعت ایران، تهران، ایران
3 - استادیارگروه مهندسی عمران، واحدپرند، دانشگاه آزاداسلامی، تهران، ایران
4 - دانشکده مندسی مدیریت ساخت علوم و تحقیقات تهران
کلید واژه: بهره وری, مدیریت منابع انسانی , پروژه های ساختمانی,
چکیده مقاله :
پژوهش حاضر به لحاظ هدف توسعهای، به لحاظ گردآوری دادهها پیمایشی و از نظر زمانی مقطعی (سال 1400 ) است. این مطالعه براساس دو رویکردکمی وکیفی (آمیخته) انجام شد، جامعه آماری در مرحله کیفی اساتید دانشگاه و خبرگان متخصص شاغل در پروژه های ساختمانی وزارت نیرو و راه و شهرسازی با حجم نمونه 15 نفر ، و در مرحله کمی شامل کارشناسان و مهندسان پروژه های ساختمانی وزارت نیرو و راه و شهرسازی به تعداد 144 نفر با حجم نمونه 132 میباشد. در مرحله کیفی تحلیل نتایج مصاحبه های نیمه ساختارمند با روش تحلیل مضمون (با نرم افزار MaxQDA ) انجام گرفت و در ادامه برای تجزیه و تحلیل مصاحبهها از روش تحلیل تماتیک استقرایی استفاده شد. نتیجه مصاحبهها با خبرگان، 9 بعد (تم نهایی) برای طراحی الگو بود. که در ادامه پس از طراحی مدل مربوطه، از تحلیل عاملی تأییدی با کمک نرم افزار Smart PLS معنی داری روابط میان عوامل موثر در مدل بهره وری مدیریت منابع انسانی پایدار در پروژه های ساختمانی مورد بررسی قرار گرفت. یافته ها : 3 بعد مدیریت ارتباطات، مدیریت سازمانی منابع انسانی و مدیریت فنی از مدل حذف و 7 بعد : گزینش، آموزش و جبران خدمات کارکنان ، مدیریت و سیاست گذاری مالی ، تعریف عملیاتی دقیق از بهره وری فعالیتها، نظارت و ارزیابی مسئولانه ، ثبت واستفاده از اطلاعات بروز و انتخاب بهترین راه حلها تائید شدند.
The pivotal role of human power as the most important resource and asset in construction companies is undeniable. Therefore, improving productivity in these companies has been one of the primary concerns for executive directors. Given the significance of this issue today, most of the development programs focus on increasing human resource productivity. Consequently, the senior managers of the construction industry should apply relevant research findings to enhance efficiency. The current study is developmental in purpose, employs a survey for data collection, and adopts a cross-sectional approach based on data from 2021. This study employs a mixed-methods approach, combing both quantitative and qualitative methods. The statistical population in the qualitative phase includes university professors and experts involved in the construction projects of the Ministry of Energy, Roads and Urban Development, with a sample size of 15 participants. The quantitative phase includes experts and engineers working on construction projects within the same ministry comprising a population of 144 people, from which a sample of 132 was selected.
In the qualitative phase, semi-structured interviews were analyzed using an inductive thematic analysis method with MaxQDA software. Through these interviews with experts, nine key dimensions (final theme) were identified to design the model. Subsequently, after designing the model, confirmatory factor analysis was conducted with the help of Smart PLS software, to examine the significance of the relationships among the factors influencing productivity in sustainable human resource management within construction projects.
Key Words: productivity, human resources management, construction projects
1.Introduction
Construction projects account for a major share of allocated credits. On the one hand, they create new opportunities for national growth and development; on the other hand, they generate large-scale employment for a wide range of human resources, including workers, craftsmen, supervisors and engineers. Additionally, the improper use of resources and wasting them in projects not only reduce the country’s limited resources, but also is considered one of the main factors in increasing costs and reducing project value. Therefore, in order to enhance sustainable human resource management, the construction industry and urban development sectors require targeted planning and strategic reforms, particularly those aimed at improving the productivity of sustainable human resource management in construction projects.
2- Literature Review
Ghanbari (2022) in a study, entitled “Investigating factors affecting the improvement of human resource productivity in line with strategic goals in Haraz Institute of Higher Education”, concluded that knowledge management, commitment and job motivation of human resources significantly influence the enhancement and level of workforce productivity. Song et al. (2023) in their research on the impact of sustainable development policy on the productivity of company agents, concluded that companies rely on both resource reallocation and technological innovations to enhance productivity. In particular, firms with stronger environmental regulations and more human capital tend to increase total labor productivity growth through technological innovation while firms with greater resource dependence and political connections tend to benefit more from resource reallocation efforts.
3- Methodology
The current research is developmental in terms of its purpose. Furthermore, considering that this research employs both library study and field methods such as interviews and questionnaires, it is classified as a survey based on its data collection method. From a temporal perspective, it is cross-sectional as the interviews were conducted in 1400. Also, since this study integrates both quantitative and qualitative techniques, it is considered mixed-methods research. The statistical sample of this stage includes 15 participants, seven university professors, and eight experts, working in construction projects who were selected purposefully. They were working in the field of human resources. The analysis of the data related to the interviews was done using the thematic analysis method with the help of MaxQDA software.
4- Result
The first research question was as follows:
What are the factors that influence the validity and accuracy of productivity measurement, and how can measurement bias due to subjectivity and uncertainties be reduced?
In response to this question, 97 key points, 50 open codes, and 12 sub-themes were identified. These sub-themes were then classified into five categories (main themes). The second sub-question addressed the impact of sustainable human resource management and background factors in determining the productivity of sustainable human resource management in construction projects. In response to this question, 45 key points and 26 open codes, 6 sub-themes and 4 main themes (categories) were counted.
The third sub-question explored the solution to create an expert system to evaluate productivity and provide improvement policy in construction projects. In response to the third question of the research, 76 key points and 40 open codes, 9 sub-themes and 5 main themes (categories) were identified. The fourth sub-question examined the factors and indicators affecting the productivity of construction projects. In response to this question, 40 key points and 24 open codes, 6 sub-themes and 5 main themes (categories) were found. In addressing all research questions, an inductive approach was employed, moving systematically from raw data to the identification of themes and categories.
5- Discussion
In response to the first research question, the qualitative findings indicate the following factors: 1. Technical management of the project by efficient human resources; 2. Detailed operational definition; 3. Responsible monitoring and evaluation; 4. Solving hardware problems; and 5. Clarity of individual goals and duties These findings regarding the intra-organizational factors are in line with the research results reported by Taqwa et al. (2018).
Regarding the second question, 4 main themes (categories) were counted: 1) project operational management; 2) communication management; 3) financial management and policy making; and 4) organizational management of human resources. These results are consistent with the results obtained by Wang et al. In response to the third research question, 5 main themes (categories) were identified: 1) selection, training and compensation of employees; 2) use of experience from previous projects; 3) registration and use of updated information; 4) communication management between employees; and 5) spending for the project and the productivity of employees. These results are in line with the results of Afkhami Ardakani's research (2017). Finally, in response to the fourth research question, five main themes (categories) were found: 1)organizational management of human resources; 2)financial management of human resources; 3)training of executive forces and managers; 4)selection of the best solutions and implementation policies; and 5)gaining from the technical knowledge of consultants and officials. The mentioned result is in line with the result of the research conducted by Haghighi Nasab and Tagavi (2019).
Conflict of interests: none
Afkhami Ardakani, M., & Mohammadi Ardakani, M.A. (2018). Providing a fuzzy expert system for formulating human resources strategy. Journal of Public Management Research,11(39),91-112.[In Persian].
Aggarwal, m،, & sharma, m (2015). green hrm: need of the hour، international journal of management and social science research review, 11(2),63-70.
Aibaghi-Esfahani, S., Rezaii, H., Koochmeshki, N., & Sharifi-Parsa, S. (2017) Sustainable and flexible human resource management for innovative organizations.AD-minister,(30),195-215.doi:10.17230/ad-minister.30. 10
Arman, S. M. (2017). Impact of sustainable human resource management in organizational performance: A study on Bangladeshi HR professionals. In Proceedings of 15th Asian Business Research Conference. https://www.researchgate.net/publication/322095789_Impact_of_Sustainable_Human_Resource_Management_in_Organizational_Performance_A_Study_on_ Bangladeshi_HR_Professionals, 1-15.
Bakhtiari, H., Azar, A., Amin Naseri, M., & Rajabzadeh, Ali. (2016). Designing an intelligent feasibility model for industrial projects with a green industry approach. Joutnal of Strategic Management Thought (Management Thought), 11(1), 201-242. [In Persian].
Daniali De Hoz, M., Allameh, M., & Mansouri, H. (2014). Investigating and recognizing the factors affecting the productivity of human resources and determining their priority among the employees of Islamic Azad University, Izeh Branch", Journal of Productivity Management, 7 (20), 51-80. [In Persian].
Dyllick, T., & Hockerts, K. (2012). Beyond the business case for corporate sustainability. Business strategy and the environment, 11(2), 30- 141. doi:10.1002/bse.323
Ehnert, I., (2009). Sustainability and human resource management: reasoning and applications on corporate websites. Eur. J. Int. Manag. 3(4), 419-438. doi:10.1504/EJIM.2009.028848
Ghanbari, M. (2022). Factors affecting the improvement of manpower productivity in line with strategic goals, master's thesis, Haraz Institute of Higher Education. [In Persian]
Gong, X., Wong, W., Peng, Y., Khamdamov, Sh., Albasher, G., Hoa, V., & Nhan, N. (2023) Exploring an interdisciplinary approach to sustainable economic development in resource-rich regions:An investigation of resource productivity, technological innovation, and ecosystem resilience, Resources Policy Volume 87 partA.doi:10.1016/ j.resourpol.2023.104294
Hamidianpour, F., Rajabpour, E., Afarakhta, S., & Mehrabi, O. (2019). Investigating the impact of sustainable human resource management on human capital. Journal of Development of Human Resource Management and Support, 54, 1-22. [In Persian].
Honary H, Rezaeian A, Kouzecheian H, Ehsani M. (2006) Relation Between Motivation & Productivity of Human Resources in Body Training organizations, Journal of Spring Movement, Vol 27, 45-54. [In Persian]
Hülsmann, M. (2014). Bezugspunkte zwischen strategischem Management und Nachhaltigkeit. In Betriebswirtschaftslehre und Nachhaltigkeit (pp. 25-72). Deutscher Universitätsverlag, Wiesbaden. https://link. springer.com/chapter/10.1007/978-3-663-07732-9_2
Ibrahim, N. S., & Rahman, R. A. (2017). Sustainable Human Resource Management Practices in the Malaysian Public Sector: An Exploratory Study. International Journal of Academic Research in Business and Social Sciences, 7(4), 1124-37. doi:10.6007/IJARBSS/v7-i4/2920
Jahangard, A., & Naderi, M. (2011). Identifying activities that stimulate labor force productivity in Iran's economy. Journal of Economic Research and Policy Quarterly, 19 (57). 83-104. [In Persian].
Kira M (2012) Moving from consuming to regenerative work. In: Docherty P, Forslin J, Shani ABR (eds) Creating sustainable work systems. Emerging perspectives and practice. Routledge, London, pp 29–39.
Lee, Ch., Zhong, Q., Wen, H., & Song, Q.(2023). Blessing or curse: How does sustainable development policy affect total factor productivity of energy-intensive enterprises? Socio–Economic planning Scienes, 89(2). doi:10.1016/j.seps.2023.101709
Li, N., Gu, Zh., Albasher, G., Alsultan, N., & Fatemah., A. (2023) Nexus of financial management, blockchain, and natural resources: Comparing the impact on environmental sustainability and resource productivity, Resources Policy Volume 83. doi:10.1016/j.resourpol.2023.103730
Mariappanadar, S.,(2003). Sustainable human resource strategy: the sustainable and unsustainable dilemmas of retrenchment. Int. J. Soc. Econ. 30(8), 906-923. doi:10.1108/03068290310483779
Pipoli, G., Fuchs, R.M. & Priale, M.A. (2014). Sustainable HRM in Peruvian companies. An exploratory study. In: I. Ehnert, W. Harry & K. Zink (eds.), Sustainability and Human Resource Management. Developing Sustainable Business Organizations. Berlin–Heidelberg:Springer-Verlag 127, 359–377.https://faculty.up.edu.pe/en/publications/sustainable-hrm-in-peruvian-companies-an-exploratory-study
Silva, C., Albuquerque., Melo, F., Calabira, F., & Medeiros, D. (2020) A fuzzy approach to the strategic development of human capital in the electric sector. Computers & Industrial Engineering Volume 149, November 2020, 106787. doi:10.1016/j.cie.2020.106787
Stanitsas, M., Kirytopoulos., & Leopoulos, V. (2021) Integrating sustainability indicators into project management: The case of construction industry. Journal of Cleaner Production.Volume 279, 10 January 2021, 123774. doi:10.1016/j.jclepro.2020.123774.
Stankevičiūtė, Ž., & Savanevičienė, A. (2018). Designing sustainable HRM: The core characteristics of emerging field. Sustainability, 10(12), 4798. doi:10.3390/su10124798
Shah Hosseini, V., Hajiya, H., & Mousavi, H. (2015), The position of human resources in increasing the quality and durability of construction projects, the second international conference on research in engineering, science and technology,Dubai, Karin Sarmad Institute, 1-9. [In Persian].
Shojaei. S., Jamali, Gh., & Manteghi, N. (2016). Identifying factors affecting the productivity of human resources, Journal of Human Resource Management Research (Imam Hossein Jame University), 8(2), 161-181. [In Persian]
Taheri, Sh. (2015). Productivity and its analysis in organizations (Comprehensive Productivity Management), Dehistan Publishing, Book, 1-390. [In Persian]
Thom, N., & Schüpbach-Brönnimann, C. (2013). Personal management in Zeiten steter Veränderungen: Beständigkeit durch Nachhaltigkeit.
Thom, N., & Zaugg, R. J. (2002). Das Prinzip Nachhaltigkeit im Personal management. Personalführung, 35(7), 52-55.
Thom, N., Zaugg, R. J., (2014). Nachhaltiges und innovatives Personalmanagement: Spitzengruppenbefragung in europäischen Unternehmungen und Institutionen, in: Schwarz, E. J., Nachhaltiges Innovationsmanagement. Gabler Verlag, p.215-245. https://www.researchgate.net/publication/276906300_Sustainabilit _in_Human_Resource_Management
Yu, L., Junaid Khan, A., Iqbal, J., Hamed, W., & Ahmed, T. (2023) Strategic management of natural resources through human, technological, and institutional resources: Sustainable curing the resource curse, Resources Policy Volume 86(6). doi:10.1016/j.resourpol.2023.104233
Zaugg, R. J., Thom, N., & Blum, A. (2011). Nachhaltiges Personalmanagement: Spitzeng ruppenbefragung in europäischen Unternehmungen und Institutionen. Institut für Organisation und Personal, 1-37.
Zhang, L., Guo, X., Lei, Z., & Lim, M. K. (2019). Social network analysis of 2015sustainable human resource management from the employee training’s perspective. Sustainability, 11(2), 1-20.
