ارائۀ الگوی بهره ‌وری مبتنی بر سرمایۀ اجتماعی با استفاده از رویکرد فراترکیب

محورهای موضوعی : مدیریت بازرگانی

علی حیدرنژاد ¹ (دانشجوی دکتری گروه مدیریت منابع انسانی، پردیس بین المللی ارس، دانشگاه تهران، ایران)
سید محمدباقر جعفری ² (دانشیار گروه مدیریت صنعتی ،دانشکده مدیریـت و حسابداری، دانشکدگان فارابی دانشگاه تهران، قم، ایران.)
جعفر رحمانی ³ (دانشـیارگروه مدیریت دولتی، دانشکـده مدیریت، مؤسسه آموزش عالی طلوع مهر، قم، ایران)
حسن زارعی متین ⁴ (استاد گروه مدیریت دولتی، دانشکده مدیریت و حسابداری، دانشکدگان فارابی دانشگاه تهران، قم، ایران)

تاریخ دریافت : 1401/04/19 تاریخ پذیرش : 1401/07/18 تاریخ انتشار : 1402/10/01

کلید واژه: بهره وری, سرمایه اجتماعی, آنتروپی شانون, فراترکیب,

چکیده مقاله :

بر اساس گزارش های سازمان بهره‌وری آسیایی(APO)، شاخص بهره‌وری کل عوامل تولید (TFP) ایران در مقایسه با اکثر کشورهای آسیایی و برخی کشورهای مرجع، در افق بلند مدت ۵۰ ساله تنها یک درصد رشد داشته و رشد بهره‌وری نیروی کار -در دوره زمانی ۲۰۱۰ تا 2019- از همه کشورهای آسیایی کمتر بوده است. پژوهش حاضر با هدف ارائۀ الگوی بهره‌وری مبتنی بر سرمایۀ اجتماعی انجام گرفته است؛ در این پژوهش با استفاده از رویکرد تحلیل کیفی فراترکیب و نرم افزار MaxQDA پس از انتخاب 79 پژوهش از بین580 پژوهش پیشین، ابعاد، مؤلفه ها و شاخص های الگو، استخراج و شناسایی گردید. بر اساس یافته های پژوهش، الگوی پیشنهادی شامل 9 بعد، 24 مقولۀ اصلی و 163 مقولۀ فرعی (کد) می باشد. بررسی میزان اهمیت و تأکید پژوهش های گذشته بر هر یک از مقوله های اصلی با استفاده از روش آنتروپی شانون نشان داد: "رشد و بلوغ" و "برنامه های اقتصادی" از بین 24 مقولۀ شناسایی شده، به‌ترتیب دارای بیشترین و کمترین اهمیت هستند. پیشنهاد می شود: کلیه مدیران با استخدام مشاوران خبره و ایجاد ادارۀ اختصاصی مدیریت بهره وری، فرآیند مدیریت سرمایۀ انسانی را متناسب با الگوی بهره‌وری مبتنی بر سرمایۀ اجتماعی بروزآوری نمایند. سپس ضمن ارزیابی دوره‌ای بهره‌وری بر مبنای الگوی پیشنهادی، تمامی پرداخت ها، پاداش ها و ترفیع و انتصاب کارکنان و بویژه مدیران، بر اساس میزان تلاش و مشارکت آنها در جهت افزایش سرمایۀ اجتماعی (سطح مشارکت و همکاری تیمی، برقراری ارتباطات صمیمانه و شبکه ای، صداقت ...) و بهره‌وری صورت پذیرد.

چکیده انگلیسی:

The Asian Productivity Organization (APO) reports a one percent increase in Iran's Total Factor Productivity (TFP) index when compared to the majority of Asian countries and some reference countries in the long-term horizon of 50 years. In fact, the growth of labor productivity between 2010 and 2019 was less than all Asian countries. The present study was conducted with the aim of presenting a productivity pattern based on social capital.  Using the meta-synthesis approach and MaxQDA software, and after selecting 79 studies from among 580 previous studies, the dimensions, components and indicators of the model were extracted and identified. Based on the research findings, 9 dimensions, 24 main categories and 163 sub-categories (code)were identified. The nine dimensions are trust building, communication management, learning and growth, cultural factors, facilitator strategies, organizational factors, human resources, achieving sustainable development and profitability. The results of the emphasis of the previous research on each of the main categories using Shannon entropy technique and Excel software showed that growth and maturity and economic programs are the most important and the least important categories among the 24 categories, respectively. It is suggested that all managers update the human capital management process in accordance with the social capital based productivity pattern by hiring expert consultants and creating a special office for productivity management. Then, while periodically evaluating productivity based on the proposed pattern, all payments, bonuses and promotions of employees and managers should be base on the amount of their effort and participation in order to increase social capital and productivity.

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