Designing a Talent Management Framework through Human Resource Agility Approach
Ruhollah
Sohrabi
accounting, economics and social sciences, Buali Sina university, Hmedan, Iran
author
Davood
Jafari seresht
economics, econimics and social sciences, Buali sina university,Hamedan, Iran
author
Fahimmeh
Meydandar Basmanj
executive management, economics and social sciences, Bu ali Sina university, Hamedan, Iran
author
text
article
2017
per
The purpose of this research is to design a model for talent management by human resource agility approach. The case study involves the Seventh Section of Gas Transmission Operations of the Country. Oil and gas industry require talent management earnestly. For the identification of the initial components, two methods of extensive library study and Delphi technique were employed, which included 12 university and corporate experts. The experts were selected by snowball sampling method. Finally, 45 components were classified into five dimensions including recruitment, selection, engagement, development and maintenance of talent management through the agility of the workforce. The Kendall correlation coefficient was 0.74, indicating a strong consensus among the panel. To evaluate the components, SPSS20 and Smart PLS software were used. The results indicated that all of the components identified in the company, except for the 360 degree feedback in the maintenance dimension with a load factor of 0.2, and multi-task groups with a significance above 0.05, play important roles. Applying the identified components, the company is expected to deploy talent management with emphasis on human resource agility.
Journal of Research in Human Resources Management
Imam Hussein University
2008-4528
9
v.
2
no.
2017
1
20
https://hrmj.ihu.ac.ir/article_27433_8fe5570ec2ab3fc77790caaa6f41fe34.pdf
Developing Human Resource Strategy Coherent with Business Strategies, Culture and Organizational Structure
abbas
abbasi
نویسنده مسئول:دانشیار گروه مدیریت دانشگاه اقتصاد مدیریت و علوم اجتماعی دانشگاه شیراز
author
Ali Naghi
Mosleh Shirazi
Shiraz University
author
Fereshteh
hosseini
Shiraz University
author
text
article
2017
per
Strategic coordination is now regarded as an essential device for organizing and standardizing the operations of various parts of the organizations in order to create a unique and coherent entity. This research is intended to provide a model for developing human resource strategy coordinated with business strategy, culture and organizational structure of Fars Power Distribution Company on the basis of strategic reference points. This is an applied-developmental research whose data is collected by reviewing documents as well as researcher-made and standard questionnaires. The research population includes employees, managers and experts of Fars Power Distribution Company. The results indicated that business strategy was conservative, organizational structure strategy was mechanical, organizational culture strategy was mission-oriented, and human resource strategy was contractual. In order to formulate human resources strategies consistent with business strategies, organizational structure and culture, some scenarios are presented to be employed by the company.
Journal of Research in Human Resources Management
Imam Hussein University
2008-4528
9
v.
2
no.
2017
21
46
https://hrmj.ihu.ac.ir/article_27787_b47a82e368518f15d181a85d056bc58c.pdf
Investigating the Effect of Intercultural Competencies on Managers' Readiness for Organizational Change
reza
sepahvand
lorestan univercity
author
yoosef
zarnegarian
PH.D
author
Mahdi
Mohammadi
دانشجوی دکتری مدیریت منابع انسانی دانشگاه لرستان و پژوهشگر دانشکده مدیریت دانشگاه جامع امام حسین علیه السلام
author
text
article
2017
per
The present study investigates the effect of the essential and non-essential variables of intercultural competence on managers' readiness for organizational change. The statistical population includes top managers, middle managers and administrative managers of international companies in Fars province. The research follows a survey-analytical method. The sample group is selected by simple random method including 185 members from the community. The instruments contain a standard questionnaire. Data is collected by partial least squares (PLS-SEM) method and was analyzed by SMART-PLS2 software. According to the results, the essential and non-essential factors of intercultural competence have a positive and significant effect on managers' readiness for change. This means that the underlying essential and non-essential factors of intercultural competence include: cognitive capabilities, emotional abilities, behavioral skills, multicultural experience, management level, type of management. Furthermore, intercultural education is one of the requirements of the manager for proposing changes in international business.
Journal of Research in Human Resources Management
Imam Hussein University
2008-4528
9
v.
2
no.
2017
47
68
https://hrmj.ihu.ac.ir/article_27654_91fdf68d7a1ac784a68fad5fa8c41323.pdf
The Effects of the Physical Features of the Work Environment on Employees’ Performance
seyed rahman
eghbali
professor assistant of ineternational university of imam khumeini
author
mohsen
hamedi
professor of tehran university
author
fatemeh
hashemi
proffesor asistant/ science and culture university
author
text
article
2017
per
Identification of the wearying factors affecting employees’ performance in the workplace seems quite vital for achieving the best outcomes by employing the lowest resources, with the purpose of performing helpful measures in all organizations. The physical space assigned to employees for performing their duties is the second financial load factor of the organization, after human resources, and can increase or decrease 20% of employees’ performance. This study aims at investigating the effect of physical features of the workplace on the performance of employees in the typical control building of cyclic power plants (human-machine interface) for environmental assessment of the workspace. Using a conformed questionnaire, the researchers addressed employees’ perception of the workspace to determine their satisfaction with physical characteristics and self-assessment of their performance in relation to these factors in the assessment. The results indicated that ignoring the comforting characteristics of the workspace in industrial constructions has reduced satisfaction. In some cases, it has caused serious damage to their health. Moreover, satisfaction of each attribute can have a direct effect on the performance of the individual in relation to it. Regarding the fact that performance is affected by satisfaction from features, the characteristics are prioritized for corrective measures.
Journal of Research in Human Resources Management
Imam Hussein University
2008-4528
9
v.
2
no.
2017
69
92
https://hrmj.ihu.ac.ir/article_27340_a09663cd6099ad41cacd1ec2989af448.pdf
The Multilevel Model of Preceding-Consequences of Employees' Self-Efficacy
jaber
zafarpour amirabad
shahid chamran university
author
farajollah
rahimi
استادیار گروه مدیریت دانشگاه شهید چمران اهواز ، ، ایران و نویسنده مسئول
author
mehdi
nadaf
faculty member of shaid chamran university, ahvaz,iran
author
text
article
2017
per
The purpose of this study is to investigate the effects of job attributes on self-efficacy and job performance through a multi-level approach. The research follows a descriptive-survey method. The statistical population of this research encompasses faculty members of Shahid Chamran University of Ahvaz. A simple random sampling lead to a sample of 212 faculty members containing 30 educational groups. The results indicated that, at individual level, the motivational characteristics of the job had a positive and significant effect on the individual self-efficacy of the faculty members, and individual self-efficacy, in its turn, affected individual performance of the faculty members. At the group level, the social features of the occupation had positive and significant effect on collective efficacy and group performance of the faculty members. Moreover, group level variables, that is social attributes of job and collective self-efficacy, had a significant effect on individual level variables including individual self-efficacy and performance. The moderating effect of the group-level variables on the variables of individual level was verified. It seems that studying the characteristics of a job and strengthening hem will lead to a series of positive organizational behaviors (such as self-efficacy). These behaviors can enhance the level of individual and group performance in universities.
Journal of Research in Human Resources Management
Imam Hussein University
2008-4528
9
v.
2
no.
2017
93
118
https://hrmj.ihu.ac.ir/article_27562_398196571de3e076c2818a305136a384.pdf
An Appraisal of the Role of Strategic Management Tools in Strategic Human Resource Planning
Bahman
Gholami
management,payam e noor
author
text
article
2017
per
Human resource is considered as the most important strategic source for organizations. Strategic planning for attraction and maintenance of highly skilled and expert personnel is of special priority in organizations. Hence, the main purpose of this research is to apply strategic management tools for human resource planning. The statistical population consists of managers and employees of the Social Security and Insurance Organization. A sample of 72 subjects was formed by the Cochran Method. A researcher-made questionnaire including 42 items, based on the five-choice Likert scale, was used for data collection. The strategic management tools included internal and external factors matrices, SWOT analysis, and quantitative strategic planning matrix (QSPM). The findings show that there are weaknesses in the internal factors matrix (2.38), and opportunities in the external factors matrix (2.61) for human resource management. Using SWOT analysis, ten human resource planning strategies were identified and ranked with quantitative strategic planning matrix. The proactive strategies of scientific and essential selection and evaluation of educated employees and increasing the capacity for recruiting specialized and empowered personnel, and the defensive strategy of systematization of the appointment and succession system based on merit are the most important strategies for human resource planning.
Journal of Research in Human Resources Management
Imam Hussein University
2008-4528
9
v.
2
no.
2017
119
142
https://hrmj.ihu.ac.ir/article_27615_e655e8d04eb24755bfa85c2573fb3357.pdf
Designing Measurement Instruments and Appraising Human Resources Strategic Vertical Alignment
PARISA ALSADAT
SHARIATI NAJAFABADI
M.S Graduate of Strategic Human Resource Manegement, management and accounting faculty, College of Farabi, University of Tehran
author
Hamid Reza
Yazdani
PHD: Human Resource Management
College of Farabi, University of Tehran
Assistant professor of management and accounting faculty
author
Jabbar
BABASHAHI
PHD: Public Administration ( Human Resource Management)
College of Farabi, University of Tehran
author
text
article
2017
per
Researchers believe that human resource systems have a high strategic capacity for increaseing organization performance. To take advantage of this power, organizations must design and implement human resource systems so that they focus on staff competencies as well as alignment with the organization's grand strategies and internal configuration in human resource management functions. To do so, organizations’ current level of strategic alignment of human resource systems should be primarily measured. Then, organizations should try to modify and improve it. The purpose of this research is to design a set of tools for organizations to measure the degree of alignment of their human resource systems with organizational strategies and then try to improve them. This research follows a quantitative case study conducted in Saipa. The data gathering methods include structured interviews and questionnaires to be used at different stages. A complete and step-by-step approach, the methods of designing the tools, and evaluation of the strategic alignment of human resources are explained in the research. The researchers found out that, based on the designed tools, Saipa's strategic human resource alignment level was moderate (58.82). Therefore, in order to strengthen the alignment of the organization's performance strategy, suggestions are proposed from the perspective of human resources management.
Journal of Research in Human Resources Management
Imam Hussein University
2008-4528
9
v.
2
no.
2017
143
166
https://hrmj.ihu.ac.ir/article_28061_201ad37ec0d030a5f251af8246da1cc9.pdf
Factors Affecting the Persistence of Knowledge-Oriented Human Resource in Knowledge-Based Companies
Amir hossein
Tayebi Abolhasani
MSc. of EMBA, Shahid Beheshti University of Tehran
author
Mohammad
Khodabakhshi
Assistant professor, Business Management, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran
author
text
article
2017
per
These days, reputation and greatness of large organizations and companies are not simply due to their possession of physical or financial assets. Rather, it is because of their human capital and their knowledge and skills. In fact, human resource is considered as a key to success in a knowledge-based economy, where having a competitive advantage distinguishes an organization from others. So, it should necessarily be given more attention. This study is intended to identify the factors affecting the persistence of knowledge-oriented human resource in knowledge-based Iranian companies. The research follows a qualitative-exploratory method using semi-structured interview for content analysis. It contains nine successful knowledge-based companies in development centers and science and technology parks. Coding method and categorization are employed for data analysis. 17 components and 3 individual, organizational and social categories are identified as effective factors. Finally, based on the results, suggestions are made to be employed in this area.
Journal of Research in Human Resources Management
Imam Hussein University
2008-4528
9
v.
2
no.
2017
167
192
https://hrmj.ihu.ac.ir/article_27616_781c562679f0349f76aedd799e38e8b8.pdf