Designing a human resource management pattern based on generational differences (Case study: one of the medical universities in IRAN)

Subject Areas : medical documents

maryam moradiyan ¹ , adel salavati ² , kuomars Ahmadi ³

1 - PhD Student in Public Administration, Sanandaj Branch, Islamic Azad University, Sanandaj, Iran
2 - Assistant Professor, Department of Public Administration, Sanandaj Branch, Islamic Azad University, Sanandaj, Iran
3 - Assistant Professor, Department of Public Administration, Sanandaj Branch, Islamic Azad University, Sanandaj, Iran

Received: 2020-05-15 Accepted : 2020-08-04 Published : 2020-08-22

Keywords: Action Oriented Generation, Civic Generation, Generation Difference, Technology Generation, Human Resource Management, Ideal Generation,

Abstract :

Introduction: Human resource management has always been influenced by many factors and one of these factors is the ruling generations of the organization that determine the type of management within the organization. Therefore, the purpose of this study is to design a human resource management model based on generational differences among employees. It was one of the medical universities in IRAN. Methods: The research method was applied in terms of purpose, exploratory in terms of data type, mixed (qualitative-quantitative), and descriptive-correlation in terms of data collection time. The statistical population of the qualitative research section included university experts in the fields of human resource management and educational management, as well as executive experts, including senior and middle managers of the university. Using targeted sampling method and saturation principle, 11 people were selected as sample size. The second group of the statistical population of this study included all employees of the University of Medical Sciences, who were selected as the sample size using the stochastic cluster random sampling method. In this study, in order to collect data, the library method, semi-structured interview and researcher-made questionnaire of human resource management based on the qualitative part (in the quantitative part) were used. In order to investigate the validity of the questionnaire, formal validity, content and structure were used and to calculate its reliability, Cronbach's alpha coefficient and combined (composite) reliability were used. The results showed that the researcher's questionnaire was valid and reliable. Content analysis and content analysis using MAXQDA12 software were used to analyze the qualitative data of the research. In the quantitative section, according to the research questions, descriptive statistics methods (mean, standard deviation, frequency distribution charts and diagrams) and inferential (confirmatory factor analysis) and SPSS and LISREL software were used. Results: Findings from the implementation of the research model showed that idealistic components with a coefficient of 0.82, action components with a coefficient of 0.56, technology component with a coefficient of 0.40 and civil component with a coefficient of 0.31 are effective on human resource management. Conclusion: Analysis of the current situation showed that the most important components of human resource management based on generational differences include the idealistic generation with the first rank and the active generation, technology and civil with the next ranks. Therefore, it is necessary to pay attention to strengthening the culture of creativity and innovation, diversity, observance of professional ethics, professionalism and meritocracy in universities.

References:

1-Taliban MR, Asgari E. Attitude towards the political values of the Islamic Revolution: a generation gap? Political Thought in Islam, 2017 3 (12), 113-137. [In Persian]

2-Armstrong, M., & Taylor, S. Armstrong's handbook of human resource management practice. Kogan Page Publishers, 2020.

3-Ebrahimi, Saeid. Performance Assessment of Human Resource Management of the Social Security Organization Using the European Excellence Model (EFQM), Volume 15, Number 2- 9,2017; [In Persian]

4-DeCenzo, D. A., Robbins, S. P., & Verhulst, S. L. Fundamentals of human resource management. John Wiley & Sons, 2016.

5-Kidwell, R. E., Eddleston, K. A., & Kellermanns, F. W. Learning bad habits across generations: How negative imprints affect human resource management in the family firm. Human Resource Management Review, 2018; 28(1), 5-17.

6-Fountain, J. M. Differences in generational work values in America and their implications for educational leadership: a longitudinal test of twenge's model. University of Louisiana at Lafayette, 2014.

7-Chu Kay Hei-Lin. a factorial validation of work values structure: second-order confirmatory factor analysis and its implications, Tourism Management, 2007; Vol 29, pp: 320-330.

8- Dogan, G. Thomas, A. Christina, S. Generational Differences: An Examination of Work Values and Generational Gaps in the Hospitality Workforce, International Journal of Hospitality management, 2008; 448-458.

9-Twenge, J. M. Campbell, S. M., Hoffman, B. J., & Lance, C. E. A Review of the Empirical Evidence on Generational Differences in Work Attitudes. Journal of Business & Psychology, 2012; 25(2), 201-210.

10-   Ahammad, M. F., Glaister, K. W., & Gomes, E. Strategic agility and human resource management. Human Resource Management Review, 2020; 30(1), 100700.

11-   Mousa, S. K., & Othman, M. The impact of green human resource management practices on sustainable performance in healthcare organisations: A conceptual framework. Journal of Cleaner Production, 2020; 243, 118595.

12-   Kataoka, T., Morikawa, K., & Takahashi, K. Strategic Human Resource Management Simulation Considering Work Elements, Skills, Learning and Forgetting. Procedia Manufacturing, 2019; 39, 1633-1640.

13-   Eyel, C. Ş., & Durmaz, İ. B. V. Entrepreneurial Intentions of Generation-Z: Compare of Social Sciences and Natural Sciences Undergraduate Students at Bahçeşehir University. Procedia Computer Science, 2019; 158, 861-868.

14-   Chen, X. (2009). Students Who Study Science, Technology, Engineering, and Mathematics (STEM) in Postsecondary Education. Stats in Brief. NCES 2009-161. National Center for Education Statistics.

15-   Miri Ghamsari F, Babran S, Saeedi A. Explaining the dimensions and components of strategic development of human resource management (studied: Radio and Television of the Islamic Republic of Iran). Human Resource Management Research, 2020.  Spring 1399 - No. 39 Scientific-Research from 165 to 193. [In Persian]

16-   Shahlaei N, Montazeri A, Mirzaei Azandriani H, Mahjoori Karmoudi K. Investigating the generational difference between experienced and young employees in military organizations (Case study: Staff of one of the military organizations). Defense Strategy, 2019; 17 (3), 61-88. [In Persian]

17-  Rajabi Farjad H, & Matieian N. The effect of knowledge management on organizational performance considering the mediating role of strategic human resource management measures. Human Resource Management Research, 2018; 10 (3), 191-214. [In Persian]

18-  Mosafer Qomi M. Rastegar A A. Yazdani H. Azar A and Damghani H. Presenting and explaining the diverse model of generations based on work values and its impact on employee belonging. Ph.D. Thesis. Semnan University, 2018; [In Persian]

19-  Glaser, B. & Strauss, A. The discovery of grounded theory, Aldine Publishing Company. Chicago, 1967.

20-  Ahmed, H. A. Ishrat, T. Pillai, B. Fouda, A. Y. Sayed, M. A. Eldahshan, W. & Fagan, S. C. RAS modulation prevents progressive cognitive impairment after experimental stroke: a randomized, blinded preclinical trial. Journal of neuroinflammation, 2018; 15(1), 1-16.

21-  Shalchi V & Ziachi M.  Generational differences in lifestyle. Socio-cultural development studies. 2014; 3 (1): 69-

22-   Sedaghati Fard M and Sarokhani B. A generation gap in the Iranian family; views and insights. Journal of Science, 2009; No 3 (4): 7-31. [In Persian]

23-   Hubrel, mark, Clichy, Kelly E., Lefkowitz, Eva S. Finger man, Karen L. Generational Differences in Gender Attitudes between Parents and Grown Offspring, journal of Sex Roles,2009, volume 57, pages825–836.