طراحی مدل مدیریت منابع انسانی رفاه‌محور
محورهای موضوعی : مدیریت(منابع انسانی)
بیژن نصیری
1
,
حمید زارع
2
,
محمدرضا جابرانصاری
3
1 - دانشجوی دکتری گروه مدیریت دولتی، واحد شوشتر، دانشگاه آزاد اسلامی، شوشتر، ایران
2 - دانشیارگروه مدیریت دولتی، دانشکدة مدیریت و حسابداری دانشکدگان فارابی، دانشگاه تهران، ایران
3 - استادیارگروه مدیریت دولتی، واحد بروجرد، دانشگاه آزاد اسلامی، بروجرد، ایران،
کلید واژه: مدیریت منابع انسانی, رفاه کارکنان, مدیریت منابع انسانی رفاه محور,
چکیده مقاله :
با توجه به اهمیت موضوع، پژوهش حاضر به بررسی طراحی مدل مدیریت منابع انسانی رفاه‌محور می پردازد. روش مطالعه كيفي است كه با استفاده از مصاحبه عميق انجام شده است. شركت‌كنندگان صاحب‌نظراني از اعضای هیئت علمی، متخصصان مدیریت و دست‌اندرکاران حوزۀ طراحی مدل مدیریت منابع انسانی رفاه‌محور در سال 1401-1400 بودند. نمونه‌گيري در بخش کيفي به‌صورت هدفمند و با تکنيک شبکه متخصصان انجام شد که 15 نفر در مصاحبه شرکت کردند. نتايج نهايي پژوهش بر مبناي مصاحبه‌ها نشان داد که عوامل مؤثر بر مدیریت منابع انسانی رفاه‌محور عبارتند از: 1) عوامل علی(مدیریت مشارکتی، انگیزش کارکنان، توجه به نیازهای کارکنان، روابط کارکنان، آموزش، شایسته سالاری، خدمات رفاهی، توانمندسازی)، 2) عوامل زمینه ای(قوانین و مقررات، فرهنگ سازمانی، ساختار سازمانی و عوامل اقتصادی)، 3) عوامل مداخله ای(قوانین و مقررات سختگیرانه، حقوق و دستمزد، بی عدالتی، عدم توجه به آموزش، سبک های مدیریتی سنتی، عدم توجه به تخصص، عدم توجه به مسائل انگیزشی)، 4) راهبردها(برنامه ریزی، امکانات و تجهیزات و منابع مالی)، مؤلفه های مدیریت منابع انسانی رفاه محور(رضایت از محیط کار، بهداشت و ایمنی، مدیریت عملکرد، استفاده از نظرات کارکنان، توسعه کارکنان)، پیامدها (بهره وری؛ سودآوری، بهبود تعهد سازمانی، پذیرش تغییر، تعالی سازمان). بر اساس يافته هاي اين پژوهش مي توان گفت که عوامل علی، مداخله‌ای، زمینه ای و راهبردهای زیادی بر مدیریت منابع انسانی رفاه‌محور تأثير دارد که باید به آن توجه کرد
Considering the importance of the subject, the present research is an attempt to design a welfare-oriented human resource management model. The method is a qualitative study that was conducted using in-depth interviews. The participants were expert faculty members, management specialists and those involved in the design of welfare-oriented human resources management model in 1400-1401. Sampling in the qualitative section was done purposefully using the expert network technique, in which 15 people participated in the interview. The final results of the research based on the interviews showed that the factors affecting welfare-oriented human resource management are: 1)causal factors (participatory management, employee motivation, attention to employee needs, employee relations, training, meritocracy, welfare services, and empowerment); 2)contextual factors (laws and regulations, organizational culture, organizational structure and economic factors); 3)intervention factors (strict laws and regulations, salaries and wages, injustice, lack of attention to education; traditional management styles; lack of paying attention to expertise; and not paying attention to motivational issues), and 4)strategies (planning, facilities and equipment and financial resources), the components of welfare-oriented human resource management (satisfaction with the work environment, health and safety, performance management, use of employee opinions, employee development); and consequences (productivity, profitability, improvement of organizational commitment, acceptance of change, and excellence of the organization). Based on the findings of this research, it can be said that there are many causal, interventional, contextual factors and strategies that have an effect on welfare-oriented human resource management, which should be paid attention to.
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