جستجوی مقالات مرتبط با کلیدواژه « human resource risk management » در نشریات گروه « مدیریت »

The research purpose is responding to the human resources compensation risk in Iran's insurance industry. By systematically studying the literature and interviewing 15 experts based on the snowball sampling , risks were identified and after screening based on the fuzzy Delphi, Fuzzy cognitive mapping has been used to respond to risk. the inflexibility of compensation was identified as the most central element of the cognitive risk mapping. In the next , the effect of different risk control policies on map elements was investigated in three scenarios. After controlling one factor and its lack of influence on the whole map, finally with the policy of controlling the key elements , seven key elements with the highest degree of centrality include inflexibility of compensation, lack of employee satisfaction, lack of transparency, internal and external inequality, and non-alignment of payment. And performance, the imbalance between short and long-term incentives and the non-compensation of extra-role behaviors of employees selected and with the aim of fully controlling these elements, values corresponding to these elements were considered equal to zero in the initial state vector. results show that by controlling key elements of mapping, whole mapping undergoes changes and risk of human resources compensation is reduced.

Human resource risks for identifying and examining environmental factors that can have a positive and negative impact on the realization of the missions and goals of financial institutions. This study aims to investigate the structural model of human resource risks in capital market financial institutions. This research is applied in terms of purpose and in terms of descriptive-survey data collection method, is of correlation type. Data were collected from 86 employees of capital financing companies in Tehran and analyzed using structural equation modeling. Findings show manpower problems, the need for special manpower and special organizational needs have a significant effect on human resource risks. The results also showed that the impact of human resource risks, organizational characteristics, behind-the-scenes events and following the law on organizational strategies has been significant Organizational and human resource strategies have a significant impact on cost reduction. Therefore, taking into account that the occurrence of human resource risks in capital supply companies is considered inevitable, in order to prevent these risks and direct them in line with the improvement of the organization, the managers of these companies should be able to predict the factors that cause these risks. and take measures to reduce their harmful effects.

Human resource risk management has been proposed as a controversial approach to the continuous growth of investment companies. Hence, companies should be able to identify and evaluate existing risks and manage them properly. The present study aims to develop a model for human resource risk management in investment banking companies. The research method is qualitative, based on a data-driven theory. Semi-structured interviews were used to collect the data and data analysis was performed by Strauss and Corbin method and paradigm model. Sampling was purposive and was done using targeted (judgmental) techniques. In accordance with the systematic pattern of data-driven theory, experts and managers with experience in investment companies were selected as the statistical population of the study. The results of the optained data from the interviews, using open, axial, and selective coding, led to a human resoursce risk management model based on a data-driven theory. Thus a model for human resource risk management in investment companies was identified. The findings of this study indicate that for the success of human resource risk management in investment companies, managers must pay attention to all the categories and sub-categories identified in the present study, and have the necessary sufficient information about each of them. In addition, this study shows the need to pay attention to human resource risk management for the development of investment companies.

The purpose of this study is to identify the risks of human resources in the top manufacturing companies in Iran. For this purpose, through a systematic review of information resources and previous studies and by refining 300 risks, a list of 35 correct risks of human resources was extracted and introduced.Then, using the opinions of experts, these risks were validated and assigned to different groups of employees, and 15 new risks were added. Thus, in order to answer the main research question, 50 human resource risks of the top manufacturing companies in Iran were identified and introduced.Forty-five human resource managers and specialists working in the top 21 manufacturing companies in Iran were the experts of this research, who were selected in a targeted manner and snowball.The top companies were selected based on the results of the Industrial Management Organization (IMI100) ranking in a targeted and quota manner.Findings show that all risks have been validated and 70% of the risks have been approved by more than 80% of experts. Also, deputies, managers, key employees and talents took the highest risk among different groups of employees, respectively. But on average, the number of risks associated with other groups of employees (staff / queue and experienced / inexperienced) did not differ much.

Research on perception, reasoning and decision-making processes has recently focused on managers’ cognitive and mental structures. The present qualitative study, hence, set out to examine managers' mental models in the process of human resource risk management and the role they play in improving organizational performance. The research data were collected through in-depth and semi-structured interviews with a sample of 21 managers at knowledge-based companies that were run based on Zaltman Metaphorical Extraction Technique (ZMET) and were subsequently analyzed through Phenomenology approach. The results indicated some similarity in structural features of participating managers’risk-taking and risk-avoiding mental models which can be attributed to the common problems they need to tackle at work. However, significant differences were also observed in terms of inter-relationships in their mental model structures; unlike the risk-avoiding managers who would evade risks, risk-taking managers were found to more frequently employ risk reduction and retention strategies. Moreover, the risk of losing key employees was identified as the most important human resource risk in those knowledge-based companies.

The aim of this study was to evaluate and validate the risk-oriented human resources strategic planning model. The main question of the research is what is the validity, desirability and tendency of applying the above model in top Iranian manufacturing companies? The statistical population was selected by non-probability quota targeted method with respect to indicators. Data collected by using of a researcher-made questionnaire (19 questions and 5 dimensions) in the Likert scale. Content validity and reliability were confirmed by Cronbach's alpha coefficient of 0.89. Data analyzed by using of descriptive and inferential statistics. The results showed that the assumption of an average of more than 3 in all questions and in all dimensions evaluated was confirmed and agreed by the respondents. Therefore, the validity, accuracy, applicability, rationality, comprehensiveness, precision and simplicity of the model confirmed by the statistical population. Answers to open questions have made the model redesigned so that it incorporates practical tools and makes it easier to understand by maintaining structure.

In this study the first three steps of human resource risk management process, identification, analysis and evaluation is followed. In the risk identification step, semi-structured interviews with 18 human resource experts of case study organization was done. 60 concepts, 14 sub-themes and five main themes were obtained thorough thematic analysis. In order to verify validity ofthe identified structures, the first questionnaire of the survey was distributed among 150 managers and experts of the human resources departmentsof power industry and the obtained data were analyzed by the measuring part of the structural equation modeling and LISREL software. In the final step of this phase, the proposed model of the research was presented in order to identify and categorize human resourcesrisks. This model consisted of two strategic reference pointsof "focus" and "risk nature” and categorized risks under four category. In the second step of the study means analysis, five indicators were presented for analysis and interrelations between human resourcesrisks as one of these indicators were identified using fuzzy DEMATEL technique.In the third step means risk evaluation, the risks’ estimated levels were compared with regard to analysis criteria and human resources risks were ranked according to these five criteriausing fuzzy Similarity technique. The results of analysis and evaluation stages showed that human resources operational risks have the greatest total influenced and influencing effect in the interaction network between risks and are the highest priority for exposure in relation to other main areas of human resource risks.