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

Today, for development, organizations should be able to adapt, resist and have agile human resources against the challenges of their advancement. Hence familiarity with the fundamental concepts of strategic management of agile human resources and its development is important for organizations. The purpose of this research is to provide a conceptual model of strategic management of agile human resources with a hybrid approach.

In the current research, a meta-composite qualitative method was used in order to systematically review the findings of the studies conducted in this regard. The data collection tool was the documents available in this field in reliable scientific databases in the period from 1999 to 2023 and included 20 studies. The method of data analysis was open coding. In this research, 226 codes were identified and then the identified codes were categorized and combined based on the degree of conceptual similarity.

The findings showed that the factors affecting the strategic management of agile human resources include five dimensions of organizational factors, communication factors, knowledge factors, cultural factors and human factors, which finally drew the research pattern.

Due to their nature, human resources in organizations should have a high level of capabilities in the field of strategic management in order to meet the long-term goals of organizations. For this reason, it is necessary for managers to pay attention to the factors influencing the strategic management of agile human resources.

With a mixed exploratory approach (qualitative- quantitative), the present study aims to design a model for strategic human resource management with high-performance work systems. For this purpose, 34 main themes of the subject literature were extracted and consensus was established through the implementation of the Delphi method, with the participation of academic elites and knowledge-based knowledge companies. Finally, by deleting 4 dimensions of the 3 new dimensions by panel members, 33 Then, it was identified as the final concepts which includes concepts high-performance work systems, organization performance, achievements of human resource and competition strategies. The results showed that high-performance work systems have a positively direct impact on the knowledge-based companies. Also the package of high-performance work systems has a positively direct effect on the achievements of human resource through which the organization performance is indirectly affected. However, the moderating role of the competition strategies of differentiation and focus was not affirmed

This research is intended to develop a performance evaluation standard system to work in different strategies. This is a survey research which has studied a group of strategic human resource experts and higher managers in an active steel organization. Questionnaires which were designed according to the indicators of performance evaluation system, were employed to gather information. The information was analyzed on the basis of Fuzzy-AHP analysis method. The results indicated that hierarchical work standards, amount of work and the ability to make decision are more important in cost leadership strategies. In the distinction strategy, standards of innovation and creativity, quality and constructive suggestions gained the highest priority. Finally, performance evaluation system developed as an experimental system was employed for the evaluation of some employees.

The final goal of strategic management is to implement strategic plans, Therefore the alignment between corporate strategy and functional strategy is considerable. This study investigates the degree of alignment between HR strategy and corporate strategy of the national gas company. Data collection was conducted by questionnaire by 51 questions. The content validity of questionnaire was assessed by experts and its reliability evaluated by kronbach's alpha coefficient. 210 questionnaires were distributed and 154 were completed. Data analyses were done by using the software SPSS21and descriptive statistical methods such as one sample t-test, Friedman test and also t-test within the two independent populations. One Sample t-test shows that the alignment of 27% of human resource strategies are upper than average and One Sample t-test within the two independent population (Headquarters and subsidiaries of national Iranian gas company) in the four subsystem of human resource declare that no significant alignment between the value of alignment stated by staff of headquarter and subsidiaries. Friedman test used for ranking the alignment of strategies in each subsystem

The characteristics of modern economic paradigm has changed competitive advantages from tangible assets to intangible ones. Hence، human resource، as the most important intangible asset، plays more significant roles in organizations. Human resource and its effective coordination with organization’s general strategy is now considered by all. The evaluation and engineering of human resource must be changed to entangle the requirements of modern economic paradigm. The dynamic strategic map of human resource can be regarded as a device to redefine the role of human resource as a strategic shareholder. This method is developed according to the balanced score cards and dynamics system to change the understanding of the managers as well as business holders of the importance of human resource. Having a general look at the background of changes in management، this research presented a modern conceptual model using a balanced assessment and systems’ dynamics along with the mechanism for its implementation.

Tehran is prone to a variety of calamities. Therefore, many actions have been implemented to either prevent or mitigate the impacts of possible crises, some organizations have been established and those who regard Tehran disaster management as a profession and expertise have taken action. In the era in which human resources have the greatest position and importance in tangible and intangible assets, appropriate human resources strategy in the city of Tehran is regarded as an undeniable necessity. Due to the multiple activities of different people with variety of specialists in disaster management, the only way of tapping into proficient individuals and accurate measures in this realm is to take advantage of strategic management of human resource principles. By using this review study in which uses a literature review of disaster management and strategic management of human resource's theoretical foundations in addition to making use of the experience and knowledge of specialists and activists of these spheres, integrated human resource's strategy model has been discerned to be the most adaptable model to conditions of crrisis management for Tehran. In normal circumstances (i.e. pre-disaster phase), the dominant and main strategy for disaster management for Tehran should be commitment-based one, whereas contractual-based strategy should be the main priority in calamitous circumstances (i.e. post-disaster phase).

The purpose of this study is to identify barriers to HR functional strategy development in Saipa through surveying subjectivity and opinions of participants. Q-methodology has been applied as a mixed method in this study. The participants of this study (n = 31) constitutes managers and specialists of Saipa. Given the appraisal and summarization of concourse, a variety of concourse were discovered and obtained from various sources, then 170 short statements were selected as Q-phrases. After a survey of experts, 47 Q-sample were chosen. After Q-sorting, the information was analyzed using factor analysis. Distribution analysis showed that 12 distinct subjective perspectives about the barriers to HR functional strategy development in Saipa can be identified among participants which explained 77.3 percent of total variance. These 12 subjective perspectives were sequently called as: "Hopeful experts", "Realists", "Despairs", "Frustrated experts", "Risk aversives", "Environmentists", "Status quo advocates" "Complex", "Traditionalists", "Low motivated", "Political analysts", and finally "Align advocates". The importance and prioritization of barriers were identified based on subjective perspectives. Finally some strategies were identified and proposed for overcoming barriers in order to implement HR strategic management effectively in particular in HR functional strategies development of Saipa.