伊斯法罕ICT公司基于风险的人力资本管理:混合方法方法

IF 1.5 Q3 MANAGEMENT

Human systems management Pub Date : 2022-05-06 DOI:10.3233/hsm-211597

Kassem Jibril, A. Safari, A. Shahin, Mahmoud Hamdan

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引用次数: 0

摘要

目的：本研究旨在填补文献空白，通过一种易于应用的风险管理方法，为管理人力资本风险提供一个全面而清晰的愿景。此外，提供一个管理人力资本风险的综合流程。方法：本文采用了混合方法；通过分析对伊斯法罕14家信息通信技术公司的企业领导人和人力资源专业知识的14次半结构化访谈，收集了风险。在定量阶段，通过两种方法评估变量；14家公司的FMEA和模糊分析。研究结果：研究结果表明，尽管企业意识到人力资本在实现目标和竞争力方面的重要性，但企业还没有做好减轻人力资本风险的准备。检测到的风险分为行为风险和态度风险。员工士气低落、在接受所需培训后离职以及对交付时间或质量缺乏承诺是伊斯法罕ICT公司最紧迫的风险，应像以前一样加以缓解。原创性：本文是为数不多的通过提供切实可行的管理策略和建议来降低风险敞口，全面处理人力资本风险的研究之一。本文也是引入FMEA方法测量此类风险的领先研究之一。

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Risk-based human capital management in the ICT companies in Isfahan: A mixed-method approach

PURPOSE: This study aims to bridge the literature gap and provide a comprehensive and clear vision of managing Human Capital risk through an easy-to-apply risk management methodology. In addition, to provide an integrated process to manage Human Capital risks. METHODOLOGY: This paper conducted a mixed-method approach; risks were gathered by analyzing 14 semi-structured interviews with corporate leaders and HR expertise in 14 ICT companies in Isfahan. In the quantitative phase, variables were assessed by two methods; FMEA and Fuzzy analysis in 14 companies. FINDINGS: Results show that despite realizing the importance of human capital in achieving goals and competitiveness, companies are not ready to mitigate the Human Capital risks. Detected Risks are divided into behavioural and attitudinal risks. The Employees’ demotivation, Leaving work after receiving the required training, and Lack of commitment to the delivery time or quality are the most urgent risks that should be mitigated as prior in the ICT companies in Isfahan. ORIGINALITY: This paper is one of the few studies that holistically dealt with Human Capital risks by providing practical and managerial strategies and recommendations to mitigate the risk exposure. This paper is also one of the leading studies in introducing the FMEA method in measuring this type of risk.

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来源期刊

Human systems management MANAGEMENT-

CiteScore

3.50

自引率

30.40%

发文量

期刊介绍： Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.