طراحی مدل مدیریت منابع انسانی در سازمان‌های دولتی ارباب رجوع محور
محورهای موضوعی : مدیریت(منابع انسانی)
خدیجه سوری
1
,
افسانه زمانی مقدم
2
,
ناصر میرسپا سی
3
1 - دانشجوی دکتری گروه مدیریت دولتی، واحدعلوم وتحقیقات، دانشگاه آزاد اسلامی، تهران، ایران
2 - دانشیار گروه مدیریت آموزشی، واحدعلوم وتحقیقات، دانشگاه آزاد اسلامی، تهران، ایران
3 - استاد گروه مدیریت دولتی، واحدعلوم وتحقیقات، دانشگاه آزاد اسلامی، تهران، ایران
کلید واژه: مدیریت منابع انسانی, ارباب‌رجوع, سازمان ثبت احوال,
چکیده مقاله :
مطالعه سازمان ثبت احوال کشور) است. روش تحقیق حاضر توصیفی-پیمایشی و طرح تحقیق آمیخته است. جامعه آماری در بخش کیفی شامل خبرگان دانشگاهی و اعضای هیأت علمی و صاحب‌نظران حوزه مدیریت منابع انسانی به عنوان خبرگان آشنا می‌باشند که بر اساس روش نمونه‌گیری هدفمند 10 نفر هستند و در بخش کمی تمام مدیران سازمان‌های ثبت احوال تهران به تعداد 260 نفر می‌باشند به روش تمام شماری انتخاب شدند. ابزار جمع‌آوری اطلاعات مصاحبه و پرسشنامه محقق ساخته بوده است که نتایج تحلیل مصاحبه‌ها با به‌کارگیری روش دلفی نشان داد ابعاد مدل مدیریت منابع انسانی در سازمان‌های ارباب‌رجوع محور عبارتند از: مدیریت عملکرد، مدیریت استعداد، جذب، نگهداری و ارتقاء، جانشین پروری، حقوق و دستمزد و سیستم پاداش و تنبیه و آموزش و توسعه فردی. سنجش وضعیت سازمان‌های ثبت احوال تهران در ابعاد مدل نشان داد که به ترتیب ازنظر وضعیت: مدیریت عملکرد، حقوق و دستمزد، آموزش و توسعه فردی، جذب و نگهداری و ارتقاء، جانشین پروری و مدیریت استعداد قرار دارند. همچنین در تمام ابعاد مدل شکاف عملکردی بین وضعیت سازمان‌های ثبت احوال تهران در شاخص‌های مدل مدیریت منابع انسانی و اهمیت وجود دارد. به‌طورکلی نتیجه‌گیری می‌شود که در سازمان‌های ثبت احوال استان تهران ابعاد شش‌گانه مدل و زیرمؤلفه‌های آنها در زمینه مدیریت منابع انسانی وضعیت مناسبی ندارند.
The present study aimed to design a human resource management model in client-centered government organizations (studied by the Civil Registration Organization). This descriptive-survey study has a mixed method design. The statistical population of the qualitative data included university experts and faculty members and experts in the field of human resource management ten of whom were recruited through purposive sampling, and the quantitative data included all the 260 managers of Tehran Civil Registration Organizations who were selected through total population sampling. The data collection instrument was a researcher-made questionnaire. The results of the analysis of the interviews using the Delphi method showed that the dimensions of the human resource management model in client-centered organizations are: performance management, talent management, recruitment, retention and promotion, succession, payroll, reward and punishment, education and personal development. Assessing Tehran Civil Registration Organizations in the dimensions of the model showed that, in terms of their status, the dimensions were performance management, payroll, personal training and development, recruitment and promotion, succession breeding and talent management, respectively, and that , in all dimensions of the model, there was a functional gap among the status of Tehran civil registration organizations regarding the indicators of the human resource management model and their importance. In general, it is concluded that the civil registration organizations of Tehran province are not in a good position in terms of human resource management in the six dimensions of the model and its sub-components.
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Mohammadifar, Y., Mousapour, N., Del Angizan, S. & Ahmadi, M. (2011). An Investigation on the Factors Affecting Customer Satisfaction in State-Run Organizations, Journal of Public Administration Perspective, 2(3), 119-133. [In Persian].
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Nasiri M, Heidari M, Shahbazi S, Ansari E. (2013). Correlation of human resource strategies based on Allen Ylsy Model with organizational performance staff in Aiat Allah Kashani Hospital. JHPM. 2 (3) :36-44 [In Persian].
Parboteeah, K. Praveen; Yongsum Paik & John B. Cullen (2009). “Religious Groups and Work Value, a Focus on Buddhism, Christianity, Hinduism, and Islam”.International Journal of Cross Cultural Management,9(1),51-67.
Rezaei, B., Zargar, SM. & Hematian, H. (2020). The Impact of Green HRM Dimensions on Sustainable Organizational Development. Journal of Research on Management of Teaching in Marine Sciences, 7(1), 93-108. [In Persian].
Rangriz, H, Mehrabi, J, Azadegan, A. (2011). The impact of human resource information system on strategic decisions in Iran, Computer and Information Science, 4 (2), 81-87.
_||_Alvani, S.M. & Danaei far, H. (2001). Discourses in the philosophy of theories of government organization. Tehran. Safar Pub. [In Persian].
Baquiano, J, M. (2016). Understanding coastal resource management using a social representations approach, Ocean & Coastal Management, 133, 18-27.
Becker, K., Smidt, M. (2016). A risk perspective on human resource management: A review and directions for future research, Human Resource Management Review, 26, 149-165.
Bhavsar, A. (2011). A conceptual paper on human resource information system (HRIS) Golden Resrach Thoughts, 1 (5), 1-4.
Chakraborty, A, R. Abu Mansour, N. (2013). Adoption of human resource information system: A theoretical analysis Social and Behavioral Sciences, 75, 473-478.
Ding, Xiu-Hao. & Huang, Rui-Hue. (2010). Effects of knowledge spillover on inter-organizational resource sharing decision in collaborative knowledge creation, European Journal of Operationa Research, 201, 949-959.
Ernst, H, Kahle, N, H. Dubiel, A., Prabhu, J, Subramaniam, M. (2015). The antecedents and consequences of affordable value innovations for emerging markets, The Journal of Product Innovation Management, 32, 65-79.
Fernandez, S. Moldogaziev, T. (2011). Empowering public sector employees to improve performance: Does it work?, The American Review of Public Administration, 41, 23-47.
Gruman, J.A. Saks, A. M. (2011). Performance management and employee engagement Human Resource Management Review, 21, 123-136.
Huang, E, K., Wu, H, J., Lu, Y, S., Lin, C, Y. (2015). Innovation and technology creation effects on organizational performance, Journal of Business Research, 69(6), 2187-2192.
Jiang, K., Lepak, D. P., Han, K., Hong, Y.(2012). Clarifying the construct of human resource systems: Relating human resource management to employee performance, Human ResourceManagement Review,22(2),73-85.
Khaki G. Formation of a Virtual Government: Most Challenging Task Facing the Administrative System during the Fourth Plan. (2003). Journal of Management and Development Process. 16 (4) :23-36 [In Persian].
Latifi Qarmish, K., Mahmoodifar, Y. (2019). A comparative study between content of honoring program and concepts and principles of consumer orienting. Journal of Health Administration, 9(26), 7-14. [In Persian].
Mohammadifar, Y., Mousapour, N., Del Angizan, S. & Ahmadi, M. (2011). An Investigation on the Factors Affecting Customer Satisfaction in State-Run Organizations, Journal of Public Administration Perspective, 2(3), 119-133. [In Persian].
Ma, Y. Y., Sia, L, C., Li, Y., Zheng, S. (2016). Sources of resources, alliance green management, and alliance performance in an emerging economy, Journal of Cleaner Production, 139(4), 319-327.
Nasiri M, Heidari M, Shahbazi S, Ansari E. (2013). Correlation of human resource strategies based on Allen Ylsy Model with organizational performance staff in Aiat Allah Kashani Hospital. JHPM. 2 (3) :36-44 [In Persian].
Parboteeah, K. Praveen; Yongsum Paik & John B. Cullen (2009). “Religious Groups and Work Value, a Focus on Buddhism, Christianity, Hinduism, and Islam”.International Journal of Cross Cultural Management,9(1),51-67.
Rezaei, B., Zargar, SM. & Hematian, H. (2020). The Impact of Green HRM Dimensions on Sustainable Organizational Development. Journal of Research on Management of Teaching in Marine Sciences, 7(1), 93-108. [In Persian].
Rangriz, H, Mehrabi, J, Azadegan, A. (2011). The impact of human resource information system on strategic decisions in Iran, Computer and Information Science, 4 (2), 81-87.
