دو فصلنامه علمی جامعه شناسی آموزش و پرورش

نوع مقاله : مقاله پژوهشی (کمی)

نویسندگان

1 دانشجوی دکتری مدیریت آموزشی ، واحد تهران شمال، دانشگاه آزاد اسلامی، تهران، ایران

2 دانشیار، گروه مدیریت آموزش عالی، واحد تهران شمال، دانشگاه آزاد اسلامی، تهران، ایران

3 دانشیار، گروه علوم تربیتی، دانشگاه تربیت دبیر شهید رجایی ، تهران، ایران

10.22034/ijes.2022.545676.1226

چکیده

هدف: جانشین‌پروری نقش مهمی در عملکرد آتی سازمان دارد. بنابراین، هدف این پژوهش شناسایی مولفه‌های جانشین‌پروری با تاکید بر آموزش و بررسی وضعیت آنها در بانک تجارت بود.
روش ‌شناسی: این مطالعه از نظر هدف کاربردی و از نظر شیوه اجر مقطعی از نوع کمی بود. جامعه پژوهش مدیران و کارشناسان مسئول حوزه منابع انسانی بانک تجارت استان تهران در سال 1400 (به تعداد 400 نفر) بودند که حجم نمونه طبق فرمول کوکران 196 نفر برآورد که با روش نمونه‌گیری در دسترس انتخاب شدند. ابزار پژوهش پرسشنامه محقق‌ساخته جانشین‌پروری با تاکید بر آموزش بود که روایی محتوایی آن با نظر 12 نفر از خبرگان تایید و پایایی کل آن با روش‌های آلفای کرونباخ 75/0 و ترکیبی 86/0 بدست آمد. داده‌ها با روش تحلیل عاملی اکتشافی و آزمون تی تک نمونه‌ای در نرم‌افزار SPSS-24 تحلیل شدند.
یافته ‌ها: نتایج مطالعه حاضر حاکی از وجود پنج عامل شرایط شغلی (با مولفه‌های عوامل تفویض اختیار و سطوح تصمیم‌گیری، تعهد کاری و اخلاق حرفه‌ای، پویایی، امنیت شغلی، تفکر تحلیلی و کلان‌نگری، سبک رهبری و رضایت شغلی)، منابع انسانی (با مولفه‌های فرهنگ سازمانی، تجزیه و تحلیل شغلی، ارزشیابی عملکرد کارکنان و سیستم‌های اطلاعاتی مدیریت منابع انسانی)، سیاست‌های سازمانی (با مولفه‌های اعتماد سازمانی، آموزش و یادگیری، خلاقیت، ذینفعان، سیاست‌ها و قوانین و مزیت رقابتی)، جو سازمانی (با مولفه‌های جو حاکم بر سازمان، غنای دانشی، تجربه و سابقه خدمتی و آینده‌نگری و ریسک‌پذیری) و ارتباطات و توانمندی (با مولفه‌های تعارض درون‌سازمانی، سبک ارتباطی و توانمندسازی) بود که همگی بار عاملی و پایایی مناسبی داشتند. دیگر نتایج حاکی از آن بود که همه عامل‌ها و مولفه‌های هر یک از عامل‌ها بالاتر از حد متوسط جامعه بودند (001/0P<).
بحث و نتیجه‌گیری: با توجه به نتایج مطالعه حاضر، پرسشنامه جانشین‌پروری با تاکید بر آموزش ابزاری روا و پایا است و متخصصان و مسئولان می‌توانند از آن جهت برنامه‌ریزی برای جانشین‌پروری استفاده نمایند.
 

کلیدواژه‌ها

عنوان مقاله [English]

Identifying the Components of Succession with Emphasis on Education and Examining their Status in Tejarat Bank

نویسندگان [English]

  • Maryam Cاobakhloo 1
  • Narges Hassan Moradi 2
  • Gholamali Ahmadi 3

1 PhD Student in Educational Management, Islamic Azad University, Tehran North Branch, Tehran, Iran

2 Associate Professor, Department of Educational Higher Management, Islamic Azad University, Tehran North Branch, Tehran, Iran

3 Associate Professor, Department of Educational Sciences, Tarbiyat Dabir Shahid Rajaee University, Tehran, Iran

چکیده [English]

Purpose: Succession plays an important role in the future performance of the organization. Therefore, the purpose of this study was identifying the components of succession with emphasis on education and examining their status in Tejarat Bank. Today, more than ever, maintaining efficient and valuable organizational forces is doubly important for organizations, and therefore, attention to career planning and human resource management is becoming more important every day (Czarnowski & Pszczolkowski, 2020). Human resources, and especially the talents and abilities of employees, are the main factor in increasing organizational performance, which, while creating a competitive advantage, increases core productivity (Mills, Weary & Von Keyserlingk, 2021). Human resource management is an emotion-based discipline in the business and economic environment that relies on accurate evidence and quantitative and tangible information (Markoulli, Lee, Byington & Felps, 2017). With the increasing growth and development of global markets, identifying people who have the necessary skills and characteristics needed to lead the organization in the future, puts a lot of pressure on organizations, and many senior executives have stated that to recognize a successful organization must recognize its ability. , The development and utilization of effective leadership talents
Methodology: This study was applied in terms of purpose and quantitative in terms of cross-sectional execution method. The study population of managers and experts in charge of human resources in the field of human resources of Tejarat Bank of Tehran province in 2021 was 400 people who estimated the sample size according to Cochran's formula of 196 people who were selected by available sampling method. Criteria for selecting these individuals included willingness to participate in the research and signing the informed consent form for participation in the research, age over 30 years, higher education and the absence of stressful events such as divorce and death of loved ones in the past three months. To conduct this research, first, based on theoretical foundations, with the help of professors, a researcher-made questionnaire was developed, with an emphasis on education. For the samples, the importance and necessity of the research were stated and they were assured about the observance of ethical points and they were asked to answer the questionnaire completely. After completing the samples, they were appreciated for participating in the research and completing the researcher-made questionnaire, and the data were prepared to enter the computer and entered into the SPSS-24 software.
Findings: The results of the present study indicate the existence of five factors of job conditions (with the components of delegating factors and levels of decision making, work commitment and professional ethics, dynamism, job security, analytical and macro thinking, leadership style and job satisfaction), human resources (with components of organizational culture, job analysis, employee performance evaluation and human resource management information systems), organizational policies (with components of organizational trust, training and learning, creativity, stakeholders, policies and rules and competitive advantage), organizational climate (with components of atmosphere of organization, richness of knowledge, experience and service history and foresight and risk-taking) and communication and empowerment (with components of internal organizational conflict, communication style and empowerment), that all factor load of them was appropriated. Other results showed that all factors and components of each factor were higher than the population average (P<0.001).
Conclusion: According to the results of the present study, the questionnaire of succession with emphasis on education is a valid and reliable tool and professionals and officials can use it to plan for succession.
 

کلیدواژه‌ها [English]

  • Succession
  • Education
  • Job conditions
  • Human Resources
  • Organizational Policies
Ahmad AR, Ming TZ, Sapry HR. (2020). Effective strategy for succession planning in higher education institutions. Journal of Education and e-Learning Research, 7(2): 203-208.
Babaei Meybodi H, Jamshidi N, Jamshidi S, Karimi Meybodi E. (2021). Ranking of the factors affecting the successful implementation of the succession system in Yazd Broadcasting. Communication Research, 27(104): 149-169. (In Persian)
Baker VL, Lunsford LG, Pifer MJ. (2019). Patching up the "leaking leadership pipeline": Fostering mid-career faculty succession management. Research in Higher Education, 60(6): 823-843.
Barton A. (2019). Preparing for leadership turnover in Christian higher education: Best practices in succession planning. Christian Higher Education, 18(1-2): 37-53.
Czarnowski I, Pszczolkowski P. (2020). A novel framework for decision support system in human resource management. Procedia Computer Science, 176: 1548-1556.
Davoudi SA, Yaghoubi NM, Imani A. (2018). Designing a comprehensive model of talent identification and replacement of the higher education system in Sistan and Baluchestan province. Public Management Researches, 10(4): 251-276. (In Persian)
Deitte LA, Mian AZ, Mullins ME, Desser TS. (2021). Looking ahead: Succession planning for education leadership roles. Journal of the American College of Radiology, 18(12): 1678-1680.
Donner EM, Gridley D, Ulreich S, Bluth EI. (2017). Succession planning and management: The backbone of the radiology group’s future. Journal of the American College of Radiology, 14(1): 125-129.
Dwivedi AK, Shukla S. (2019). Mapping successors’ expectations: decoding factors responsible for effective succession in Indian family businesses. International Journal of Entrepreneurship and Small Business, 38(1-2): 5-18.
Firk S, Schmidt T, Wolff M. (2019). CFO emphasis on value-based management: Performance implications and the challenge of CFO succession. Management Accounting Research, 44: 26-43.
Ghlichlee B, Mashoufi Sh, Ghahremani S. (2017). Studying and prioritizing effective factors on succession planning success in banking industry using multi-criteria decision making methods (Case study: Refah bank). Quarterly Journal of Training & Development of Human Resources, 4(12): 79-103. (In Persian)
Hakimi Niasari Kh, Mojibi T, Mahdizadeh Ashrafi A, Jahangirifard M. (2020). An analysis of the components of evidence based succession planning in the private sector of Iran. Scientific Journal of Research in Human Resources Management, 12(2): 217-250. (In Persian)
Hashemi SA, Tabrizi KG, Sharifian E. (2021). Identification and prioritization of factors affecting succession in the Ministry of Sport and Youth with competency-based approach. Applied Research of Sport Management, 9(4): 107-116. (In Persian)
HezarJaribi J, SeyedNaghavi MA, Koolivand AR. (2017). Succession pattern of commanders and managers of police forces in Islamic Republic of Iran. Police Management Researches, 12(2): 243-268. (In Persian)
Jafarpour M, Najafbagy R, Aghighi A. (2021). The model of expansion meditation succession planning in Kargaran Refah bank. Quarterly Journal of Training & Development of Human Resources, 7(27): 63-93. (In Persian)
Kappelides P, Spoor J. (2019). Managing sport volunteers with a disability: Human resource management implications. Sport Management Review, 22(5): 694-707.
Karimi M, Heydari Nejhad S, MehraliZadeh Y. (2020). Developing the succession management pattern based on knowledge management in the ministry of sport and youth based on grounded theory. Sport Management Studies, 12(61): 59-84. (In Persian)
Kim YJ, Kim WG, Choi HM, Phetvaroon K. (2019). The effect of green human resource management on hotel employees’ eco-friendly behavior and environmental performance. International Journal of Hospitality Management, 76(1): 83-93.
Liu C, Eubanks DL, Chater N. (2015). The weakness of strong ties: Sampling bias, social ties, and nepotism in family business succession. The Leadership Quarterly, 26(3): 419-435.
Markoulli MP, Lee CISG, Byington E, Felps WA. (2017). Mapping human resource management: Reviewing the field and charting future directions. Human Resource Management Review, 27(3): 367-396.
Mills KE, Weary DM, Von Keyserlingk MAG. (2021). Graduate Student Literature Review: Challenges and opportunities for human resource management on dairy farms. Journal of Dairy Science, 104(1): 1192-1202.
Mussolino D, Cicellin M, Iacono MP, Consiglio S, Martinez M. (2019). Daughters’ self-positioning in family business succession: A narrative inquiry. Journal of Family Business Strategy, 10(2): 72-86.
O'Donohue M. (2016). Using a knowledge management approach to support effective succession planning in the civil service. Masters Dissertation, Dublin Institute of Technology.
Raby RL, Valeau EJ. (2021). Position training and succession planning for community college international education leaders. Community College Journal of Research and Practice, 45(2): 86-102.
Ritchie M. (2020). Succession planning for successful leadership: Why we need to talk about succession planning! Management in Education, 34(1): 33-37.
Rothwell WJ. (2015). Career planning and succession management: Developing your Organizations talent for today and tomorrow. 2nd Edition, United States: Praeger Publishers.
Yu W, Chavez R, Feng M, Wong CY, Fynes B. (2020). Green human resource management and environmental cooperation: An ability-motivation-opportunity and contingency perspective. International Journal of Production Economics, 219: 224-235.