نقش مدیریت راهبردی منابع انسانی در چابک سازی دانشگاه فرهنگیان استان مازندران

هادیان, زینت; هادیان, سیده زهرا

doi:10.22034/ijes.2021.699946

نوع مقاله : مقاله پژوهشی (کمی)

نویسندگان

¹ دکتری مدیریت آموزشی، مدرس دانشگاه فرهنگیان

² دانشجوی دکتری برنامه ریزی درسی

10.22034/ijes.2021.699946

چکیده

هدف: هدف از انجام این مطالعه بررسی نقش مدیریت راهبردی منابع انسانی در چابک سازی دانشگاه فرهنگیان استان مازندران بود.
روش شناسی: پژوهش حاضر از نظر هدف کاربردی و از نظر روش گردآوری داده ها در گروه مطالعات توصیفی-پیمایشی بود. جامعه آماری مطالعه حاضر شامل کلیه مدیران و کارکنان دانشگاه فرهنگیان استان مازندران بودند که تعداد آنها در دوره زمانی پژوهش 405 نفر بود و براساس فرمول نمونه گیری کوکران و روش نمونه گیری تصادفی در دسترس تعداد 108 نفر به عنوان نمونه آماری برگزیده شدند. پرسشنامه های مطالعه حاضر شامل پرسشنامه های استاندارد مدیریت راهبردی منابع انسانی طراحی شده توسط هانگ و چانگ(2005) و پرسشنامه استاندارد چابکی سازمانی شریفی و یانگ(2001) بود. ضمن اینکه به منظور بررسی فرضیه های پژوهش از روش معادلات ساختاری با استفاده از نرم افزار لیزرل بهره گرفته شد.
یافته ها: یافته ها نشان دادند که در مجموع مدیریت راهبردی منابع انسانی دارای نقش مستقیمی در چابک سازی دانشگاه فرهنگیان داشته است. به طور مشخص تر، نتایج نشان داد که مدیریت راهبردی منابع انسانی بالاترین تاثیر را بر انعطاف پذیری دارد و پس از آن متغیرهای شایستگی، سریع بودن و پاسخگویی قرار دارند.
نتیجه گیری: در مجموع می توان پذیرفت که مدیریت راهبردی منابع انسانی نقش موثر و مهمی در توسعه چابکی سازمانی در دانشگاه فرهنگیان داشته است و در نتیجه سیاست گذاران این حوزه می توان از آن در جهت بهبود فرآیندهای سازمانی بهره گیرند.

کلیدواژه‌ها

عنوان مقاله [English]

The Role of Strategic Management of Human Resources in the Agility of Farhangian University of Mazandaran Province

نویسندگان [English]

Zinat Hadiyan ¹
Seyede Zahra Hadiyan ²

¹ PhD in Educational Management, Farhangian University Lecturer

چکیده [English]

Purpose: The purpose of this study was to investigate the role of strategic human resources management in the agility of Farhangian University of Mazandaran province.
Methodology: The current research was applied in terms of purpose and in terms of data collection method in the descriptive-survey study group. The statistical population of this study included all managers and employees of Farhangian University of Mazandaran province, whose number was 405 during the research period, and based on Cochran's sampling formula and available random sampling method, 108 people were selected as a statistical sample. The questionnaires of the present study included the standard questionnaires of strategic human resource management designed by Hong and Chang (2005) and the standard questionnaire of organizational agility by Sharifi and Yang (2001). In addition, in order to check the hypotheses of the research, the method of structural equations was used using Lisrel software.
Findings: The findings showed that the strategic management of human resources had a direct role in making Farhangian University more agile. More specifically, the results showed that the strategic management of human resources has the highest impact on flexibility, followed by the variables of competence, promptness and responsiveness.
Conclusion: In general, it can be accepted that the strategic management of human resources has played an effective and important role in the development of organizational agility in Farhangian University, and as a result, policy makers in this field can use it to improve organizational processes.

کلیدواژه‌ها [English]

Strategic Management of Human Resources
Agility
Farhangian University

مراجع

Abbasi B. (2019). Identifying and ranking criteria for strategic management of human resources in universities based on multi-criteria decision making methods. Public Administration Perspectives, 11(2): 127-147

Aghina W, De Smet A, Weerda K. (2015). Agility: It rhymes with stability. McKinsey Quarterly, 51(4): 2–9.

Ambrose C and Morello D. (2004), Designing the Agile Organization: Design Principles and Practices, Gartner Group, ID Number: G00119216, available at: https://www.gartner.com/en/documents/ 421081/designing-the-agile-organization-design-principles-and-pr.

Amini Hajibashi A, Seyed Javadin S R, Amiri M, Yazdan A A. (2018), Designing and explaining the agility model of human resource leadership in higher education institutions, Human Resource Management Quarterly of Imam Hossein University (AS), 11(2): 87-112.

Armstrong M. (2008). Strategic Human Resource Management : A Guide to Action (4^th ed.). Kogan Page Limited.

Awli A, Ziyadini M, Hadavinejad, M. (2020), Development and transformation of the human force agility model, Journal of Development and Development Management 45: 101-87.

Baker T, Miner A S, Eesley D.T. (2003). Improvising firms: Bricolage, account giving and improvisational competencies in the founding process. Research Policy, 32(2): 255–276

Doz Y L, Kosonen M. (2010). Fast Strategy: How Strategic Agility Will Help You Stay Ahead of the Game. Harlow: Pearson Education.

Dyer L and Shafer R A. (2003). “Dynamic organizations: achieving marketplace and organizational agility with people”, CAHRS Working Paper Series, Vol. 27

Farzan R. (2020), the relationship between strategic management of human resources and performance evaluation on job satisfaction, conference of interdisciplinary studies in management and engineering, 3(1): 1914-1907.

Ferraris A, William Y. Degbe. (2020). Sanjay Kumar Singh, Stefano Bresciani d, Sylvaine Castellano, Fabio Fiano, Jerome Couturier(2020), Microfoundations of Strategic Agility in Emerging Markets: Empirical Evidence of Italian MNEs in India, Journal of World Business 57 101272

Glaister K W, Ahmmad M F, Gomes E. (2015). Strategic agility in human resource management: Call for papers. Human Resource Management Review Call for papers

Hite L M, McDonald K S. (2020). Careers after COVID-19: challenges and changes. In Human Resource Development International (Vol. 23, pp. 427–437). Routledge.

Kaufman B E. (2007). The Development of HRM in Historical and International Perspective. In P. Boxall, J. Purcell, & W. Patrick (Eds.), The Oxford Handbook of Human Resource Management . Oxford University Press

Kotter J. (2012). How the most innovative companies capitalize on today’s rapid fire strategic challenges-and still make their numbers. Harvard Business Review, 90(11), 43–58.

KPMG. (2020), Guía Para Una Nueva Realidad de Las Relaciones Laborales Tras La COVID-19

Lawler E E, Mohrman S A. (2003). Creating a Strategic Human Resources Organization: An Assessment of Trends and New Direction. Stanford University Press. https://doi.org/10.1515/9780804767118

Lewis M W, Andriopoulos C, Smith W K. (2014). Paradoxical leadership to enable strategic agility. California Management Review, 56(3): 58–77.

Menon Sh and Suresh M. (2020), Factors influencing organizational agility in higher education, The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/1463-5771.htm

Nijssen M and Paauwe J. (2012), “HRM in turbulent times: how to achieve organizational agility?” International Journal of Human Resource Management, 23(16): 3315 3335.

O’riordan J. (2017). The Practice of Human Resource Management. Institute of Public Administration. https://www.ipa.ie/_fileUpload/Documents/THE_PRACTICE_OF_HRM.pdf

Phiri K. (2020), Strategic Human Resource Management Practices and Organisational Performance: A Case of the National Assembly of Zambia, Open Journal of Business and Management, 2020, 10, 2461-2483

Rafi N and Alia A, Imran Sh, Masood Nawaz K. (2020), Knowledge management capabilities and organizational agility as liaisons of business performance, The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/2398-628X.htm

Ramsden P. (2000), Learning to lead in Higher Education. Routledge,11 New Fetter Lane, London EC4P4EE,P.9.

Rodríguez G, et al.(2020), How sustainable human resources management helps in the evaluation and planning of employee loyalty and retention: Can social capital make a difference?, Evaluation and Program Planning 95 (2020) 102171

Saha N, Gregar A. and S_aha P. (2017), “Organizational agility and HRM strategy: do they really enhance firms’ competitiveness?”, International Journal of Organizational Leadership, Vol. 6, pp. 323-334.

Sherehiy B, Karwowski W and Layer J.K. (2007), “A review of enterprise agility: concepts, frameworks, and attributes”, International Journal of Industrial Ergonomics, 37(5): 445-460.

Soltani F, Nazem F, Imani M N. (2019), Identifying the Dimensions and Components of Organizational Agility based on Human Resource Development to Provide a Model of Organizational Agility, (Interdisciplinary Journal of Educatio) Available online at: 2(2).

Sumukadas N, Sawhney R. (2014), “Workforce agility through employee involvement.”, IIE Transaction’s, 31: 1111–1121.

Wahabi S A, Soleimani M, Afkar A. (2019), the effect of strategic human resource management on organizational performance and agility with the mediating role of intellectual capital in employees of physical education colleges in Tehran, pp. 199-213.

Wright, P.M., McMahan, G.C. and McWilliams, A. (1994), “Human resources and sustained competitive advantage: a resource-based perspective”, International Journal of Human Resource Management, Vol. 5 No. 2, pp. 301-326.

جامعه شناسی آموزش و پرورش

نقش مدیریت راهبردی منابع انسانی در چابک سازی دانشگاه فرهنگیان استان مازندران

مراجع

مراجع

دوره 7، شماره 2 - شماره پیاپی 14
اسفند 1400
صفحه 368-379

نقش مدیریت راهبردی منابع انسانی در چابک سازی دانشگاه فرهنگیان استان مازندران

مراجع

مراجع

دوره 7، شماره 2 - شماره پیاپی 14اسفند 1400صفحه 368-379

دوره 7، شماره 2 - شماره پیاپی 14
اسفند 1400
صفحه 368-379