Mobarakeh钢铁公司人才管理模式设计

IF 1.5 Q3 MANAGEMENT

Human systems management Pub Date : 2023-07-06 DOI:10.3233/hsm-220179

Nahal Salamayian, Ali Shaemi Barzoki, Ali Nasr Isfahani

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引用次数: 0

摘要

目的:为Mobarakeh钢铁公司(MSC)提供人才管理模式。方法:本研究采用定性与定量相结合的研究方法。通过对专家和举报人的访谈收集定性数据，然后通过扎根理论进行分析。然后，从员工和管理者中收集定量数据，并采用偏最小二乘法(PLS)分析。最后，对全文进行了解释和总结。在定性部分，研究社区由15名管理人员和MSC专家组成。在定量部分，选取300名管理人员和专家作为样本，对问卷进行发放和分析。结果:访谈分析结果提取了86个概念，将其分为因果条件、中心现象、语境因素、策略和后果5类。定性切片结果表明，因果条件对中心现象有显著影响(系数为0.89)。此外，还证实了易感人力分化对环境因素的影响(系数为0.82)。情境因素对策略有显著影响(系数为0.93)。结果还表明，干预因素(系数为0.74)对战略有显著影响，人才管理过程(系数为0.92)对结果也有显著影响。结论:研究结果为决定采用人才管理方法设计人力资源系统的管理者提供了见解和实用建议。此外，本研究的发现有助于管理者更好地了解影响人才管理的因素。

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Designing a talent management model in Mobarakeh Steel Company

OBJECTIVE: The present study aimed to provide a talent management model for Mobarakeh Steel Company (MSC). METHODS: The research method in this study is a mixed method including qualitative and quantitative methods. Qualitative data were collected through interviews with experts and informants and then analyzed by grounded theory. Then, quantitative data were collected from employees and managers and analyzed by Partial Least Square (PLS) analysis. Finally, an interpretation and conclusion were made. In the qualitative section, the research community consists of 15 managers and experts of MSC. In the quantitative section, 300 managers and experts were selected as a sample, and questionnaires were distributed and analyzed. RESULTS: The results of the interview analysis extracted 86 concepts, which were classified into 5 categories including causal conditions, central phenomena, contextual factors, strategies, and consequences. The results of the qualitative section show that causal conditions had a significant effect on the central phenomenon (with a coefficient of 0.89). In addition, the effect of the differentiation of susceptible manpower on contextual factors (with a coefficient of 0.82) was confirmed. Contextual factors have a significant effect on strategies (with a coefficient of 0.93). The results also show that the intervening factors (with a coefficient of 0.74) have a significant effect on the strategies and the talent management process (with a coefficient of 0.92) also has a significant effect on the consequences. CONCLUSIONS: The results provide insights and practical suggestions for managers who decide to design human resource system with a talent management approach. Additionally, the findings of this research help managers to better understand the factors that have an impact on talent management.

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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.