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بررسی و ارزیابی تأثیرات اقدام‌های انگیزش‌زای سامانه‌های‌کاریِ با عملکرد بالا بر عملکرد واحدهای سازمان | |||||||||
| پژوهش‌های مدیریت منابع انسانی | |||||||||
| مقاله 4، دوره 7، شماره 3، آبان 1394، صفحه 79-104 اصل مقاله (321.56 K) | |||||||||
| نوع مقاله: مقاله پژوهشی | |||||||||
| نویسندگان | |||||||||
| سیدرضا سیدجوادین1؛ فرشته امین2؛ مهناز استیری* 3 | |||||||||
| 1. استاد دنشکده مدیریت دانشگاه تهران | |||||||||
| 2استادیار دانشکده مدیریت دانشگاه تهران | |||||||||
| 3. نویسنده مسئول: کارشناس ارشد مدیریت منابع انسانی دانشگاه تهران | |||||||||
| تاریخ دریافت: 09 اردیبهشت 1394، تاریخ بازنگری: 03 شهریور 1394، تاریخ پذیرش: 17 مهر 1394 | |||||||||
| چکیده | |||||||||
| سازمان‌ها با وجود داشتن نیروی انسانی شایسته و لایق، باز هم نیازمند توانمندی لازم در استفاده از این منابع هستند. سامانه کاریِ با عملکرد بالا به عنوان یک مجموعه منسجم از اقدام‌های مرتبط در حوزه مدیریت منابع انسانی، ضمن انتخاب و توسعه نیروهای کاری اثربخش، آنان را حفظ نموده و بر می‌انگیزد. همچنین نتایج حاصل از تحقیقات انجام‌شده، اثرگذاری این اقدام‌ها را در سه حوزه توانمندسازی، ایجاد انگیزش و فراهم‌کننده فرصت مشارکت برای کارکنان، دسته‌بندی می‌کند. در این مقاله برای پاسخگویی به پرسش‌های اصلی، بر اساس یک پیمایش کمی از 278 نفر از کارکنان واحدهای ستادی شاغل در مورد مطالعه (بانک ملت) به بررسی چگونگی تأثیرگذاری اقدام‌های انگیزش‌زای سامانه‌های کاری با عملکرد بالا بر عملکرد واحدهای سازمان با درنظرگرفتن متغیر رضایت شغلی به عنوان میانجی پرداخته شده است. نتایج این مطالعه نشان می‌دهد که بین ابعاد انگیزش‌زای درنظرگرفته‌شده با رویکرد سامانه‌هایِ کاری با عملکرد بالا، جبران خدمات(پرداخت مبتنی بر عملکرد)، ارزیابی عملکرد، تسهیم اطلاعات و آموزش و توسعه بر عملکرد واحدهای سازمان اثرگذار می‌باشند. | |||||||||
| کلیدواژه‌ها | |||||||||
| : سامانه‌های کاری؛ عملکرد؛ اقدامات انگیزش‌زا؛ واحدهای سازمان | |||||||||
| عنوان مقاله [English] | |||||||||
| An Appraisal and Evaluation of the Effects of Motivational Practices by Efficient-Performance Systems on the Performance of Organizational Compartments | |||||||||
| نویسندگان [English] | |||||||||
| Seyed Raza Seyed Javadyn1؛ Fereshteh Amin2؛ Mahnaz Estiri3 | |||||||||
| چکیده [English] | |||||||||
| Even if organizations contain efficient human resources, they still need to have the ability to make use of them properly. An efficient performance system, as an integrative entity composed of related practices in human resource management, is able to sustain human resources and motivate them after employment. The results of preceding researches have illustrated that these practices can be classified into through categories including enabling, motivating and paving the way for participation. In this research 278 employees of Mellat Bank were selected to study the effectiveness of motivational practices of the efficient work system with job satisfaction as an intermittent variable. The results indicated that there is a positive relationship between motivating aspects and highly efficient systems, performance based payments, performance evaluation, information sharing, instruction and development. | |||||||||
| کلیدواژه‌ها [English] | |||||||||
| Highly Efficient Systems, Motivational Practices by Highly Efficient Systems, Performance of Organizational Compartments | |||||||||
| مراجع | |||||||||
|
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Chenhall, R. H., & Langfield-Smith, K. (2007). Multiple perspectives of performance measures. European Management Journal, 25(4), 266-282.
Chuang, C. H., & Liao, H. 2010. Strategic human resource management in service context: Taking care of business by taking care of employees and customers. Personnel Psychology, 63: 153-196.
Combs, J., Liu, Y., Hall, A., & Ketchen, D. 2006. How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology, 59: 501-528.
Datta, D.K., Guthrie, J. P., Wright P. M. 2005. HRM and labor productivity: Does industry matter? Academy of Management Journal, 48: 135-145.
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Guest, D.E., Michie, J. Conway, N. and Sheehan, M. 2003. Human Resource Management and Corporate Performance in the UK. British Journal of Industrial Relations, 41: 291-314.
Guthrie, J. P. 2001. High involvement work practices, turnover and productivity: Evidence from New Zealand. Academy of Management Journal, 44: 180-190.
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Ichniowski, C., Shaw, K., & Prennushi, G. (1997). The effects of human resource managementpractices on productivity: A study of steel finishing lines. The American EconomicReview, 87, 291–313.
Imran, H., Arif, I., Cheema, S., & Azeem, M. (2014). Relationship between Job Satisfaction, Job Performance, Attitude towards Work, and Organizational Commitment. Entrepreneurship and Innovation Management Journal, 2(2), 135-144.
Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction–job performance relationship: A qualitative and quantitative review. Psychological bulletin, 127(3), 376.
Katou, A. A., & Budhwar, P. S. (2010). Causal relationship between HRM policies and organisational performance: Evidence from the Greek manufacturing sector. EuropeanManagement Journal, 28(1), 25-39.
Lepak, D. P., Liao, H. Chung, Y., & Harden, E. E. 2006. A conceptual review of human resource management systems in strategic human resource management research. Research in Personnel and Human Resource Management, 25: 217-271.
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استیری، مهرداد (1392). تبیین مدل مدیریت منابع انسانی بازارگرا در صنعت خدمات بانکداری با رویکرد سیستم‌های کاری با عملکرد بالا (مورد مطالعه: بانک ملت)، رساله دکتری، دانشگاه تهران. زکی، محمدعلی (1387). بررسی تحقیقات رضایت شغلی در ایران(تحلیل محتوای پایان‌نامه های تحصیلات تکمیلی دانشگاه‌های دولتی در طی سال‌های 1358 تا 1387 موجود در پژوهشگاه اطلاعات و مدارک علمی ایران). دوفصلنامه پژوهش‌های مدیریت منابع انسانی دانشگاه امام حسین(ع)، سال اول، شماره یک، ص 79- 104. سلطانزاده، وحید؛ قلاوندی، حسن و فتاحی، مسلم (1391). بررسی رابطه بین کیفیت زندگی کاری و رضایت شغلی اعضای هیئت علمی دانشگاه شیراز، دوفصلنامه پژوهش‌های مدیریت منابع انسانی دانشگاه امام حسین(ع)، سال چهارم، شماره دو، ص 125- 149. عباسی، سعید (1392). بررسی تأثیر به‌کارگیری سیستم‌های منابع انسانی عملکرد بالا بر نگرش و رفتارهای کارکنان (مورد مطالعه: آستان قدس رضوی)، پایان‌نامه کارشناسی ارشد، دانشگاه تهران. غضنفری، احمد و عابدی، لطفعلی (1388). بررسی رضایت انگیزش و عملکرد شغلی کارکنان آموزشی یک دانشکده نظامی. دوفصلنامه پژوهش‌های مدیریت منابع انسانی دانشگاه امام حسین(ع)، سال اول، شماره یک، ص 149- 175. فلاحی، فیروز؛ سجودی، سکینه (1390). بررسی عوامل مؤثر بر بهره وری منابع انسانی در صنایع ایران، قلی پور، آرین و محمد‌اسماعیلی، ندا (1393). استاندارد 34000 تعالی منابع انسانی، انتشارات کتاب مهربان. مقیمی، سید محمد(1384)، سازمان و مدیریت رویکردی پژوهشی. تهران: نشر ترمه. مومنی، منصور؛ فعال قیومی، علی (1391). تحلیل‌های آماری با استفاده از SPSS، انتشارات صفار. .Appelbaum, E. (2000). Manufacturing advantage: Why high-performance work systems pay off. ILR press.
Applebaum, E., Bailey, T., Berg, P., & Kalleberg, A. L. 2000. Manufacturing advantage: Why high performance work systems pay off. Ithaca, NY: Cornell University Press.
Armstrong, M. (2006). Armstrong's handbook of human resource management practice. Kogan Page Publishers.
Batt, R. 2002. Managing customer services: Human resource practices, quit rates, and sales growth. Academy of Management Journal, 45: 587-597.
Becker, B. E., & Gerhart, B. 1996. The impact of human resource management on organizational performance: Progress and prospects. Academy of Management Journal, 39: 779-801.
Becker, B. E., Huselid, M. A. (1998). High performance work systems and firm performance: A synthesis of research and managerial implications. In Research in personnel and human resource management.
Bowen, D. E., & Ostroff, C. (2004). Understanding HRM–firm performance linkages: The role of the “strength” of the HRM system. Academy of management review, 29(2), 203-221.
Boxall, P. & Macky, K. 2009. Research and theory on high-performance work systems: progressing the high involvement stream. Human Resource Management Journal, 19(1): 3-23.
Campbell, J. P., McCloy, R. A., Oppler, S. H., & Sager, C. E. (1993). A theory of performance. In: N. Schmitt & W. C. Borman (Eds), Personnel selection in organizations (pp. 35–70).San Francisco: Jossey-Bass.
Chenhall, R. H., & Langfield-Smith, K. (2007). Multiple perspectives of performance measures. European Management Journal, 25(4), 266-282.
Chuang, C. H., & Liao, H. 2010. Strategic human resource management in service context: Taking care of business by taking care of employees and customers. Personnel Psychology, 63: 153-196.
Combs, J., Liu, Y., Hall, A., & Ketchen, D. 2006. How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology, 59: 501-528.
Datta, D.K., Guthrie, J. P., Wright P. M. 2005. HRM and labor productivity: Does industry matter? Academy of Management Journal, 48: 135-145.
Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management:Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39, 802–835.
Gerhart, B. 2007, Modeling HRM and performance linkages. In The oxford handbook of human resource management, (eds) P. Boxall, J. Purcell and P. Wright. Oxford University Press, Oxford.
Gillet, N., Gagné, M., Sauvagère, S., & Fouquereau, E. (2013). The role of supervisor autonomy support, organizational support, and autonomous and controlled motivation in predicting employees' satisfaction and turnover intentions. European Journal of Work and Organizational Psychology, 22(4), 450-460.
Guest, D.E., Michie, J. Conway, N. and Sheehan, M. 2003. Human Resource Management and Corporate Performance in the UK. British Journal of Industrial Relations, 41: 291-314.
Guthrie, J. P. 2001. High involvement work practices, turnover and productivity: Evidence from New Zealand. Academy of Management Journal, 44: 180-190.
Guthrie, J. P., Flood, P. C., Liu, W., & MacCurtain, S. 2009. High performance work systems in Ireland: Employee and organizational outcomes. International Journal of Human Resource Management, 20(1): 112-125.
Huselid, M. A. 1995. The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38: 635-672.
Huselid, M. A., Becker, B. E. 1997. The impact of high performance work systems, implementation effectiveness, and alignment with strategy on shareholder wealth. Academy of Management Proceedings, 144-148.
Ichniowski, C., Shaw, K., & Prennushi, G. (1997). The effects of human resource managementpractices on productivity: A study of steel finishing lines. The American EconomicReview, 87, 291–313.
Imran, H., Arif, I., Cheema, S., & Azeem, M. (2014). Relationship between Job Satisfaction, Job Performance, Attitude towards Work, and Organizational Commitment. Entrepreneurship and Innovation Management Journal, 2(2), 135-144.
Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction–job performance relationship: A qualitative and quantitative review. Psychological bulletin, 127(3), 376.
Katou, A. A., & Budhwar, P. S. (2010). Causal relationship between HRM policies and organisational performance: Evidence from the Greek manufacturing sector. EuropeanManagement Journal, 28(1), 25-39.
Lepak, D. P., Liao, H. Chung, Y., & Harden, E. E. 2006. A conceptual review of human resource management systems in strategic human resource management research. Research in Personnel and Human Resource Management, 25: 217-271.
Liao. H., & Chuang, A. 2004. A multilevel investigation of factors influencing employee service performance and customer outcomes. Academy of Management Journal, 47: 41-58.
Locke, E. A. (1976). The nature and causes of job satisfaction. In M. D.Dunnette (Ed.),Handbook of industrial and organizational psychology, (pp. 1297–1349). Chicago: Rand McNally.
MacDuffie, J. 1995. Human Resource bundles and manufacturing performance: Organizational logic and flexible production systems in the world auto industry. Industrial and Labor Relations Review, 48: 197-221.
Macky, K., & Boxall, P. (2007). The relationship between “high-performance work practices” and employee attitudes: An investigation of additive and interaction effects. International Journal of Human ResourceManagement, 18, 537–567.
Messersmith, J. G., Patel, P. C., Lepak, D. P., & Gould-Williams, J. S. (2011). Unlocking the black box: Exploring the link between high-performance work systems and performance. Journal of Applied Psychology, 96(6), 1105.
Moynihan, D. P., & Pandey, S. K. (2007). Finding workable levers over work motivation comparing job satisfaction, job involvement, and organizational commitment. Administration & Society, 39(7), 803-832.
Mrugank, V.T. and Ashwin, W.J., 2005. Motivating salesperson customer orientation: insights from the Job Characteristics Model, Journal of Business Research, 58, pp. 584-592.
Neal, J.A., Tromley, C.L., 1995, From incremental change to retrofit: Creating high-performance worke system, The Academy of Management Executive,Vol.9, No.1,pp.42-53.
Oshagbemi, T., 2000. Gender differences in the job satisfaction of university teachers. Women in Management Review 15 (7), 331–343.
Parker, S. K. (2014). Beyond motivation: Job and work design for development, health, ambidexterity, and more. Annual review of psychology, 65, 661-691.
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