Designing and Explaining Human Resources Professionalism Management Model in Iranian Public Organizations (Case Study: Electric Power Industry)

1- Globalization, massive population changes, differences in the level of knowledge, skills and capabilities of individuals and the lack of specialized workforce in various business areas can have a significant impact on the ability of nations to maintain their competitive ability with their peers in the world. Without skilled, highly experienced, technical knowledge-equieped workforce, businesses will lose their ability to compete in national and international markets, and will have no result other than reduced economic success. The high speed of technological progress also puts steady pressure on speed, innovation and change. Therefore, employees should have a wide range of technical and interpersonal skills in the field of work that allow them to work with advanced technologies and in an optimal way, to operate in organizations with today's high performance capabilities. Whereas, One of the vital challenges facing organizations in the world, and especially Iranian public organizations, is "daily routine" and "lack of work morale in terms of organization's growth and excellence and lack of staff's effort to achieve the goals and strategies of the organization and In turn, reducing the adaptability and alignment of human resource goals and strategies with the organization's goals and strategies and the lack of attention to the management professionalism in human resources field in order to optimally use the technical and ethical capabilities of these social capital.
Therefore, this paper aims to investigate factors affecting professionalism of human resources of Iranian public organizations; wherever as the main highway of entrance, retention and exit of professionals, it plays the most important role in the growth and excellence of the organizations and society, as a whole.
2- THEORETICAL FRAMEWORK
The theoretical framework of this study is the result of studies on the relationship and interactions between ultra-organizational factors affecting professionalism including politics, rules and regulations, economics, culture and society and their effects on some institutional variables such as organizational culture (see Brodbeck, Hanges, Dickson, Gupta & Dorfman, 2004; Hofstede, 1980; Konrad & Susanj, 1996; Mehmetaj, 2014; Pour-Ezzat, 2008; Ralston, Holt, Terpstra & Cheng, 1997), the relationship between individual professionalism and organizational culture (Johnson, Haegeli, Hendrikx & Savage, 2016), the impact of organizational culture on organizational effectiveness (Peters & waterman, 1982), measuring the relationship between organizational culture and human resource management practices (Adewale & Anthonia, 2013; Legge, 1995; Storey, 1995), assessing the impact of the institutional factors on the human resources management system and its internal achievements (Schuler & Jackson, 2014), examining the effect of organizational strategy on organizational structure (Marx, 2016), examining the effect of organizational technology on human resources management practices (Vohra, Shrivastava, Premi & Shine, 2015), and finally, assessing the impact of human resource management practices on productivity, individual satisfaction, motivation, individual, organizational, and social performance (see Delery & Gupta, 2016; Kopelman, Brief & Guzzo, 1990; Wong, Tan & Fong, 2013). Designed theortitical framework includes ultra-organizational factors of professionalism with criteria such as politics and supportive rules, culture and society, economics and economical justice, strategic master plan, and technological infrastructure, individual factors of professionalism with criteria such as moral attributes, and performance capabilities, organizational-institutional factors of professionalism with criteria such as organizational and human resources strategies, organizational structure and processes, professional organizational culture, and organizational technology, organizational- practices factors of professionalism with criteria such as HR planning and employment, HR training and development, HR retention and compensation, and effective HR utilization, and professionalism achievements with criteria such as individual, organizational, and social achievements.
3- The research method of this study is descriptive-survey. This body of research has 5 main variables (factors) and 14 secondary variables (criteria) which have been identified and classified from literature review and interview with the experts of HRM field of Electric Power Industry. This study had 6 hypotheses about the relationship between the criteria affecting professionalism and its achievements. After calculating face, content (in three stages), and construct using confirmatory factor analysis validities and reliability, using Cronbach's alpha test, final questionnaire was set with 88 items.
Statistical population is employees of public sectors in electric power sector of Ministry of Energy with 10000 people; the sample includes 370 individuals calculated based on Morgan table. Regarding the sample dispersion and the probability of not returning the expected responses, 600 questionnaires were distributed by stratified random sampling. Data analysis was performed with 480 refined data.
4- For data analyzing and investigating the six hypotheses in this study, researchers have used Path Analysis method and Multi Analysis Of Variance in a stepwise method. Based on the results, it should be noted that all the relationships of criteria in the path analysis method are proven and 95% confidence can be attested to the impact of individual, organizational and ultra-organizational factors on attaining individual, organizational and social achievements in the studied statistical society and it has used enough of valuable results of considering such relationships in the macroeconomic structure of the country, in line with the plans for improving the status of individuals, organizations and the society.
5- CONCLUSIONS & SUGGESTIONS
After studying the relations between the main and the side variables of the present study, it can be deduced that considering the criteria of politics and supportive rules, culture and society, economics and economical justice, strategic master plan, and technological infrastructure can be the basis for the professional performance of organizations in the institutional and practical aspects, which refer to the human resources management practices of public organizations and provides valuable achievements for the professionalization of human resources employed in the state body.
The two key suggestions of this study are considering academic education related to the needs of the labor market for potential human resources, and planning and monitoring the performance of human resources management activities in public sector by establishing Human Resource Management Professionalism Association (HRMPA) as a mediating role within the subsidiary of each ministry of the state cabinet that contributes to integration, consolidation, and the implementation of the human resources management practices in specialized business of public organizations.