ارائه الگوی ساختاری اقدامات منابع انسانی با تعهدبالا در جهت پایداری منابع انسانی حاصل از یک پژوهش آمیخته
الموضوعات :
جمشید قره قاشلو
1
,
حامد خراسانی طرقی
2
,
سراج الدین محبی
3
1 - دانشجوی دکتری مدیریت منابع انسانی، گروه مدیریت، واحد قشم، دانشگاه آزاد اسلامی ، قشم، ایران
2 - استادیار، گروه مدیریت، واحد بجنورد، دانشگاه آزاد اسلامی، بجنورد، ایران.
3 - گروه آموزشی مدیریت،دانشگاه آزاد اسلامی واحد قشم،قشم،ایران
الکلمات المفتاحية: اقدامات منابع انسانی, تعهدبالا, , پایداری منابع انسانی,
ملخص المقالة :
زمینه و هدف: یکی از شیوه های پایداری منابع انسانی، اقدامات با تعهد بالا می باشد. هدف این پژوهش، ارائه الگوی ساختاری اقدامات منابع انسانی با تعهدبالا در جهت پایداری منابع انسانی حاصل از یک پژوهش آمیخته می باشد.
روش تحقیق: روش پژوهش حاضر آمیخته بود. در بخش کیفی، داده ها با استفاده از 12 مصاحبه های نیمه ساخت یافته گردآوری شد و در نرم‌افزار اطلس تی آی 8، تحلیل انجام گرفت. جامعه آماری بخش کمی، کلیه کارکنان سازمان تامین اجتماعی بودند که 384 نفر به‌عنوان حجم نمونه انتخاب شدند.
یافته ها: یافته های نظریه داده بنیاد، 6 مقوله گزینشی ایدئولوژیک گرایی تعهدمحور در جهت گیریهای سازمانی، توسعه ارگانیسم تعهدساز تیمی، پایدارسازی منابع انسانی ازطریق معرفت افزایی تعهدساز، تجلی بخشی سیستم های کاری با تعهدبالادر کلیت سازمان، زیست بوم استراتژی های تعهدمحور، بهبود مدیریت عملکرد سیستم های کاری باتعهد بالا بودند. یافته های کمی نیز بیانگر تایید برخی فرضیه ها بود.
نتیجه گیری: مسیر بهینه اقدامات باتعهد بالا از ایدئولوژیک گرایی تعهدمحور آغاز و به زیست بوم استراتژیهای تعهدمحور منتهی میگردد. این الگو، نقشه راهی برای ایجاد نظام های تعهدساز ارائه می دهد.
AlMazrouei, H., Bodolica, V., & Zacca, R. (2023). Learning goal orientation and turnover intention: an interplay between cultural intelligence and organisational commitment. International Journal of Organizational Analysis, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/IJOA-03-2023-3697
Butler, P., & Hammer, A. (2022). practice in a fast food MNC: exploring the low discretion, high commitment phenomenon. The International Journal of Human Resource Management, 33(4), 763-783. DOI: 10.1080/09585192.2020.1751239
Chen, C. C., Wang, Y., Chen, S. J., Fosh, P., & Wang, R. (2021). High commitment work system and firm performance: impact of psychological capital and environmental uncertainty. Asia Pacific Journal of Human Resources, 59(1), 132-151. DOI: 10.1111/1744-7941.12246
Collins, C. J. (2021). Expanding the resource based view model of strategic human resource management. The International Journal of Human Resource Management, 32(2), 331-358. https://doi.org/10.1080/09585192.2019.1711442
Collins, C. J., & Smith, K. G. (2006). Knowledge exchange and combination: The role of human resource practices in the performance of high-technology firms. Academy of management journal, 49(3), 544-560 DOI: 10.5465/AMJ.2006.21794671
Dunger, S. (2023). Culture meets commitment how organizational culture influences affective commitment. International Journal of Organization Theory & Behavior, 26(12), 41-60. https://doi.org/10.1108/ijotb-09-2022-0173
Easa, N. F., & Orra, H. E. (2021). HRM practices and innovation: An empirical systematic review. International Journal of Disruptive Innovation in Government, 1(1), 15-35. https://doi.org/10.1108/IJDIG-11-2019-0005
Gibson, D., Willis, E., Merrick, E., Redley, B., & Bail, K. (2023). High demand, high commitment work: What residential aged care staff actually do minute by minute: A participatory action study. Nursing Inquiry, 30(3), e12545. https://doi.org/10.1111/nin.12545
Hameli, K., & Bela, B. (2023). High commitment HRM and well-being of frontline food service employees: the mediating roles of job demands and psychological conditions. EuroMed Journal of Business, Vol. ahead-of-print No. ahead-of-print. DOI: 10.1108/EMJB-01-2023-0019
Kalhor, A., Memarzadeh Tehran, G., & Modiri, M. (2018). Designing a process model for achieving high-commitment human resource management in government organizations. Journal of Development and Transformation Management, 33(10), 31-42 [In Persian]. https://sanad.iau.ir/fa/Journal/jdem/Article/949777
Latorre, F., Ramos, J., Gracia, F. J., & Tomás, I. (2020). How high-commitment HRM relates to PC violation and outcomes: The mediating role of supervisor support and PC fulfilment at individual and organizational levels. European Management Journal, 38(3), 462-476. DOI: 10.1016/j.emj.2019.12.003
Liao, Y. C., Yi, X., & Jiang, X. (2021). Unlocking the full potential of absorptive capacity: the systematic effects of high commitment work systems. The International Journal of Human Resource Management, 32(5), 1171-1199. DOI: 10.1016/j.emj.2019.12.003
Lin, C., Li, X., & Lam, L. W. (2020). Development or maintenance? Dual‐oriented human resource system, employee achievement motivation, and work well‐being. Human Resource Management, 59(4), 311-325. https://doi.org/10.1002/hrm.21997
Lu, Y., Zhang, M. M., Yang, M. M., & Wang, Y. (2023). Sustainable human resource management practices, employee resilience, and employee outcomes: Toward common good values. Human Resource Management, 62(3), 331-353. https://doi.org/10.1002/hrm.22153
Mahmoudi Sadr, K., & Taheri Goudarzi, H. (2020). The impact of perceived workload on nurses' intention to leave their jobs with the mediating role of work-life balance and the moderating role of high-commitment work systems. Journal of Nursing Management, 9(4), 134-124 [In Persian]. https://ijnv.ir/article-1-743-fa.html
Mirzaei Almotie, V., Ataei, M., & Moghadass, Z. (2020). A model explaining individual performance from the perspective of committed human resource management. Journal of Management Process and Development, 33(1), 3-26 [In Persian]. https://www.sid.ir/paper/385992/fa
Mostafa, A. M. S., Boon, C., Abouarghoub, W., & Cai, Z. (2023). High‐commitment HRM, organizational engagement, and deviant workplace behaviors: The moderating role of person‐organization fit. European Management Review, 20(3), 410-424. https://doi.org/10.1111/emre.12542
Murillo-Ramos, L., Huertas-Valdivia, I., & García-Muiña, F. E. (2023). Exploring the cornerstones of green, sustainable and socially responsible human resource management. International Journal of Manpower, 44(3), 524-542. DOI: 10.1108/IJM-12-2021-0696
Nayal, K., Raut, R. D., Mangla, S. K., Kumar, M., Tuček, D., & Gavurova, B. (2023). Achieving market performance via industry 4.0 enabled dynamic marketing capability, sustainable human resource management, and circular product design. Industrial Marketing Management, 115, 86-98 https://doi.org/10.1016/j.indmarman.2023.09.010.
Ostroff, C., & Bowen, D. E. (2016). Reflections on the 2014 decade award: is there strength in the construct of HR system strength?. Academy of Management Review, 41(2), 196-214. DOI: 10.5465/amr.2015.0323
Pak, J., & Chang, H. (2023). Personal disposition as the source of variability in the hrm-performance relationship: the moderating effects of conscientiousness on the relationship between high-commitment work system and employee outcome. The International Journal of Human Resource Management, 34(20), 3933-3962. DOI: 10.1080/09585192.2022.2163464
Park, O., Bae, J., & Hong, W. (2019). High-commitment HRM system, HR capability, and ambidextrous technological innovation. The International Journal of Human Resource Management, 30(9), 1526-1548. DOI: 10.1080/09585192.2022.2163464
Park, R., & Park, H. (2020). Employee‐centered philosophy, high‐commitment work practices, and performance: moderating roles of market environments and strategies. Asia Pacific Journal of Human Resources, 58(2), 247-267. https://doi.org/10.1111/1744-7941.12208
Parveen, K., Hussain, K., Afzal, M., & Gilani, S. A. (2020). Determining the association of high‐commitment human resource practices with nurses’ compassionate care behaviour: A cross‐sectional investigation. Journal of Nursing Management, 28(1), 120-129. https://doi.org/10.1111/jonm.12904
Preller, R., Breugst, N., Patzelt, H., & Dibbern, R. (2023). Team resilience building in response to co-founder exits. Journal of Business Venturing, 38(6), 106328. DOI: 10.1016/j.jbusvent.2023.106328
Rahimi, F., Mohammadi, J., & Pourzare, H. (2016). The impact of commitment-oriented human resource management practices on human resource flexibility and competitive advantage. Journal of Management Studies and Transformation, 25(82), 99-122 [In Persian]. https://doi.org/10.22054/jmsd.2017.7149
Rubel, M. R. B., Kee, D. M. H., & Rimi, N. N. (2021). High commitment human resource management practices and hotel employees' work outcomes in Bangladesh. Global Business and Organizational Excellence. 40(5), 37-52. DOI: 10.1002/joe.22089
Safari, K., Gholami, R., & Hakimi, I. (2022). Replacing high-commitment human resource management systems and servant leadership in creating emotional commitment and psychological empowerment. Journal of Transformation Management Research, 14(2), 176-204 [In Persian]. https://doi.org/10.22067/tmj.2023.78593.1352
Sekhar, C. (2022). Do high-commitment work systems engage employees? Mediating role of psychological capital. International Journal of Organizational Analysis, 30(4), 1000-1018. https://doi.org/10.1108/IJOA-10-2020-2466
Seyedjavadin, R., & Rezaei, S. (2015). Investigating the impact of high-commitment work systems on knowledge sharing and organizational innovation. Journal of Public Management Research, 8(27), 44-23 [In Persian]. https://doi.org/10.22111/jmr.2015.2061
Schopman, L. M., Kalshoven, K., & Boon, C. (2017). When health care workers perceive high-commitment HRM will they be motivated to continue working in health care? It may depend on their supervisor and intrinsic motivation. The International Journal of Human Resource Management, 28(4), 657-677. DOI: 10.1080/09585192.2015.1109534
Stein, A. M., & Min, Y. A. (2019). The dynamic interaction between high-commitment HRM and servant leadership: A social exchange perspective. Management Research Review, 42(10), 1169-1186. DOI: 10.1108/MRR-02-2018-0083
Suzuki, K., & Hur, H. (2020). Bureaucratic structures and organizational commitment: Findings from a comparative study of 20 European countries. Public Management Review, 22(6), 877-907. DOI: 10.1080/14719037.2019.1619813
Teo, S. T., Nguyen, D., Shafaei, A., & Bentley, T. (2021). High commitment HRM and burnout of frontline food service employees: a moderated mediation model. Employee Relations: The International Journal, 43(6), 1342-1361. https://doi.org/10.1108/ER-06-2020-0300
Than, S. T., Le, P. B., & Le, T. T. (2023). The impacts of high-commitment HRM practices on exploitative and exploratory innovation: the mediating role of knowledge sharing. VINE Journal of Information and Knowledge Management Systems, 53(3), 430-449. DOI: 10.1108/VJIKMS-10-2020-0196
Xiao, Z., & Tsui, A. S. (2007). When brokers may not work: The cultural contingency of social capital in Chinese high-tech firms. Administrative Science Quarterly, 52(1), 1-31. https://doi.org/10.2189/asqu.52.1.1
Yan, J., Luo, J., Jia, J., & Zhong, J. (2019). High-commitment organization and employees’ job performance: the roles of the strength of the HRM system and taking charge. International Journal of Manpower, 40(7), 1305-1318. DOI: 10.1108/IJM-08-2018-0243
Zhang, J., Akhtar, M. N., Zhang, Y., & Rofcanin, Y. (2019). High-commitment work systems and employee voice: A multilevel and serial mediation approach inside the black box. Employee Relations: The International Journal, 41(4), 811-827. DOI: 10.1108/ER-08-2018-0218
Zhang, Y., Sun, J. M., Shaffer, M. A., & Lin, C. H. (2022). High commitment work systems and employee well‐being: The roles of workplace friendship and task interdependence. Human Resource Management, 61(4), 399-421. https://doi.org/10.1002/hrm.22093
