Human Resource Slack, Drivers or Inhibitors of Organizational Performance: A Systematic Review
Mir Ali
Sayyed Naghavi
Professor, Department of Public Administration, Allameh Tabataba'I University, Tehran, Iran. Corresponding Author, Email: Asnaghavi@atu.ac.ir
author
Mahboubeh
Rashidi
PhD Student in Public Administration - Human Resources Management, Allameh Tabataba'I University, Tehran, Iran.
author
Behrouz
rezaeemanesh
Associate Professor, Department of Public Administration, Allameh Tabataba'I University, Tehran, Iran.
author
Reza
Vaezai
Professor, Department of Public Administration, Allameh Tabataba'I University, Tehran, Iran.
author
text
article
2021
per
Background & Purpose: Human resources slack refers to more human resources than the organization needs, which can have different and even contradictory effects on organizational performance. The objective of the present study was to investigate the effect of this new concept in the field of human resources on the organization performance. Methodology: This study was qualitative and fundamental with a systematic review in case of purpose. Therefore, the systematic search was limited to two databases including Elsevier (Scopus) and scientific network information sciences institute (Thomson Reuters) to identify and extract the articles. CASP standard checklist was used to assess the study validity, and Cohen kappa index equal to 0.731 was applied in SPSS software to assess the study reliability which was confirmed. Findings: A model was suggested through investigating the existing articles in order to clearly state the manner of human resources slack effect on the organizations performance. Referring to the articles, the model introduces our types of human resources slack including Value-oriented, Knowledge-oriented, Surplus-oriented, Accumulation-oriented from two aspects of being relative or absolute, and also being knowledge-based or non-knowledge-based and considering short-term and long-term period. Conclusion. The model presented in the research can be the basis for future research in order to optimize Human resource slack in various human resource management measures such as training, rewarding, and compensating evaluation, etc. In the proposed pattern, value-oriented and knowledge-based human resources slack with positive effects and Surplus-oriented human resources slack and to some extent Accumulation-oriented human resources slack with negative effects were evaluated. However, having too many of each type can be detrimental to an organization's performance.
Journal of Human Resource Management
Shahid Sattari Aeronautical University
2783-0624
11
v.
2
no.
2021
1
23
http://www.jhrs.ir/article_134030_cd4b0911c79177230d3a5dca82d8af14.pdf
dx.doi.org/10.22034/jhrs.2021.134030
Designing and Evaluating a Conceptual Model of Trained Incapacity
in Public Organizations
Hamed
Ghasempor
MSc., Faculty of Literature and Human Sciences, Ilam of University, Ilam, Iran.
author
Ardashir
Shiri
Associate Prof., Faculty of Literature and Human Sciences, Ilam of University, Ilam, Iran
author
Ali
Yasini
Associate Prof., Faculty of Literature and Human Sciences, Ilam of University, Ilam, Iran.
author
text
article
2021
per
Background & Purpose: Although many years have passed since the phenomenon of Trained Incapacity was introduced in the field of human resource studies, its visible and hidden indicators has remained undiscovered. Accordingly, the purpose of this study is to explore the concept of Trained Incapacity in Iranian government organizations to achieve a deep understanding of the content of this phenomenon among experts in the administrative system. Methodology: The research strategy was interpretive mapping of grounded theory and its participants were employees of government organizations in Ilam, Iran. Twenty people were interviewed through theoretical sampling method considering the theoretical saturation rule. The main data collection tool in the qualitative section was a semi-structured interview to enumerate the manifestations of the central phenomenon. And in the quantitative section, a researcher-made questionnaire was used to validate the emerging conceptual model. The validity of the interviews was assessed using two strategies of triangulation and peer review, and the reliability method between the two coders was considered to ensure the quality of the data. Findings: The results showed that the trained incapacity is conceived and plotted in the form of a three-layer model. In the deepest conceptual layer, the five factors of Administrative panic formation, Inferiority Feeling, Institutionalization of job habits, Job in adequacy form the central phenomenon. The most obvious layer of trained incapacity is manifested in the form of behaviors such as Job Routineness, Job Regressionism, and Job immunization. Furthermore, the results of model validation through a sample test by considering the six indicators of comprehensiveness, brevity, uniqueness, coherence, fit with organizations and fit with the current needs of organizations indicated that the conceptual model has theoretical validity from the point of view of experts and informants. Conclusion: Awareness of the indicators of the trained incapacity phenomenon in the environment of government organizations is an important step in increasing the knowledge of managers about lesser known phenomena in the context of the dark edge of organizational behavior discourse. Strategies proposed in this field can also provide the necessary platform to reduce its effects on the body of organizations.
Journal of Human Resource Management
Shahid Sattari Aeronautical University
2783-0624
11
v.
2
no.
2021
24
49
http://www.jhrs.ir/article_134033_2f11dff4502a2579c11a8fe1606617f0.pdf
dx.doi.org/10.22034/jhrs.2021.134033
Identifying the Affecting Functions the Cognitive Performance of Strategic Managers
Ali
Ghavamifar
Department of Industrial Engineering, University of Tehran, Tehran, Iran.
author
Hossein
Hassanpoor
مسئول اندیشکده علوم شناختی
author
text
article
2021
per
Background & Purpose: Cognitive performance includes a set of capacities that enable the individuals to recognize, process, and respond to information. Cognitive performance, mental structures, and cognitive functions of strategic organizations’ managers are very critical factors in the success of organizations and achieving their strategic goals. Therefore, this study aims to identify and prioritize the cognitive functions affecting the cognitive performance of strategic managers. Methodology: The method used in this research is a qualitative-quantitative sequential mixed research method in which a combination of quantitative and qualitative methods is used sequentially. In this research, first using qualitative methods, the cognitive functions affecting managers' cognitive performance are identified and then in a quantitative phase, using statistical analysis, a novel methods of multi-criteria decision making the identified factors are prioritized. Findings: In the qualitative section, after reviewing the literature, 14 cognitive functions affecting the cognitive performance of managers were extracted and the conceptual model of the research is presented. In the quantitative part, using the implementation of statistical methods and a multi-criteria decision making method, cognitive functions were prioritized and the weight of each of these functions is calculated. "Planning function" and "performing several tasks simultaneously" have been selected as the most important functions among the prioritized cognitive functions, which have obtained the highest average final weight. Conclusion: It is concluded that avoiding managerial errors due to low levels of managerial performance in any of the cognitive functions can cause irreparable problems that subconsciously reduce the efficiency of relevant organizations. In this research, by identifying and prioritizing cognitive functions affecting the cognitive performance of strategic managers, it is possible to prevent cognitive errors, reduce the accuracy factor, and increase the accuracy of decisions.
Journal of Human Resource Management
Shahid Sattari Aeronautical University
2783-0624
11
v.
2
no.
2021
50
70
http://www.jhrs.ir/article_134034_07acc356369316ef19589ea9d890cf39.pdf
dx.doi.org/10.22034/jhrs.2021.281368.1666
Designing and Validating a Job Engagement Model for the Employees in the Banking Industry: A Mixed Approach
Peyman
Akbari
PhD, Department of Human Resource Management, Kharazmi University, Tehran, Iran.
author
Hamza
Khastar
Assistant Professor, Department of Human Resource Management and Business Administration, Kharazmi University, Tehran, Iran.
author
Yousef
Vakili
Assistant Professor, Department of Human Resource Management and Business Administration, Kharazmi University, Tehran, Iran.
author
Soltanali
Shahriari
Assistant Professor, Department of Human Resource Management and Business Administration, Kharazmi University, Tehran, Iran.
author
text
article
2021
per
Background and Purpose: Employees’ job engagement has a significant role in promoting job performance and human resource productivity. Therefore, the purpose of this study was to design and validate a process model of job engagement of industry employees. Methodology: The present study used an Exploratory Sequential Mixed Method Design. The participants of the qualitative phase of the research were 10 managers of Kermanshah banking industry, who were selected via snowball and purposive sampling method. The data of this phase was collected via semi-structured interview and analyzed using Grounded Theory. In the quantitative phase, 384 employees of the banking industry were selected by the simple random sampling. The data of this phase was collected using a researcher-made questionnaire and analyzed using Structural Equation Modeling. Findings: Employees’ job engagement was considered as a central category. And categories related to causal factors, environmental context (contextual and intervening), strategies, and consequences were also identified and the relationships between them were shown. The path analysis also confirmed the relationships between these factors. Conclusion: Human resource managers can benefit from valuable individual and organizational results and implications of their employees’ job engagement by strengthening employees' motivations to increase their job engagement, creating a suitable ground for facilitating it, and using reinforcing strategies.
Journal of Human Resource Management
Shahid Sattari Aeronautical University
2783-0624
11
v.
2
no.
2021
71
94
http://www.jhrs.ir/article_134037_dc35420a2d3bd956c216f39cdace34fd.pdf
dx.doi.org/10.22034/jhrs.2021.134037
Identifying Factors Affecting the Constructive Voice of Employees in the Iranian Governmental Organizations: A Case of a Military Organization in Tehran
Asghar
Mohammadi Fateh
assistant Prof., Faculty of management and military Sciences, Imam ali University, Tehran, Iran.
author
Sayed Hasan
Hosseini
assistant Prof., Faculty of management and military Sciences, Imam ali University, Tehran, Iran
author
Hamidreza
Nadi
assistant Prof., Strategic Management, Faculty of Science and Technology, Farabi University, Tehran, Iran.
author
text
article
2021
per
Background & Purpose: Listening to the voices of employee improves the performance of the organization. Voice behaviors refer to the provision of voluntary information that aims to improve organizational performance. In this regard, in order to listen to the voice of the employees, the contexts and mechanisms must be provided, and the factors affecting these voice behaviors must be identified. As a result, the purpose of this article was to identify the factors affecting the facilitation of employees' voices and voices related to improvement in public organizations. Methodology: This research was applied in terms of purpose, and descriptive-survey-Delphi in terms of data collection. Accordingly, the Fuzzy Delphi technique consisting of 8 experts in the field of human resources was used to identify the factors facilitating the voice of employees. Findings: The results revealed that 39 effective facilitating factors of the employees' constructive voices were identified. These 39 factors were classified into five general categories: individual factors, group factors, organizational factors, managerial factors, and environmental factors. Conclusion: Evaluating and improving the current status of employees' constructive facilitating voice in the organization can prepare the grounds for enhancing the organization and its capabilities of human resources. To do so, it is essential to activate and implement the necessary mechanisms for listening to the employees' voices and their effects on organizational decisions.
Journal of Human Resource Management
Shahid Sattari Aeronautical University
2783-0624
11
v.
2
no.
2021
95
118
http://www.jhrs.ir/article_134043_beeb90bee2277e67d086f252832fa051.pdf
dx.doi.org/10.22034/jhrs.2021.134043
Comparison of the Effectiveness of Neuro-Linguistic Programming and Transactional Analysis on Interpersonal Conflict Resolution of Managers
Fatemeh
Mohammad Hossein Pour
PHD student in PhD. Candidate, Department of Psychology, Faculty of Psychology and Education Sciences, Central Tehran
Branch, Islamic Azad University, Tehran, Iran.
author
Fariba
Hassani
Assistant professor of psychology, Faculty of Psychology and education Sciences, Azad Islamic University of Tehran Markazi, Iran.
author
Abdollah
Shafiabady
Prof of consultancy. Faculty of Psychology and education Sciences. Allameh Tabatanee University. Tehran. Iran.
author
Afsaneh
Ghanbary Panah
Assistant professor of psychology, Faculty of Psychology and education Sciences, Azad Islamic University of Tehran Markazi, Iran.
author
text
article
2021
per
Background and Purpose: Resolving interpersonal conflict for establishing dynamic and effective workplace is one of the most important skills of managers. Thus, it's essential to know the effectiveness of different ways in this area. The aim of this study was to compare the effectiveness of teaching Neuro-Linguistic Programming strategies and Transactional Analysis on resolving interpersonal conflict of managers. Methodology: The present study was applied and quasi-experimental in terms of method with control and experimental groups. The participants of this study consisted of 66 middle managers of Pars Khodro Company and were randomly selected and placed in groups. The used tools were a conflict resolution questionnaire, Transactional Analysis Training Protocol, and Neuro- Linguistic Programming Training Protocol. In order to analyze the data, repeated measures ANOVA was conducted using SPSS Software Version 16. Findings: Both methods had a significant effect on increasing the scores of managers' conflict resolution compared to the control group, however, the effectiveness of the transactional analysis training was greater. Conclusion: Training of both methods can help managers to resolve interpersonal conflicts effectively by recognizing communication patterns, job design, and forming work teams in accordance with the concepts of both methods, and organizations can provide these trainings to their managers and benefit from the waste of organizational resources due to the reduction of conflicts.
Journal of Human Resource Management
Shahid Sattari Aeronautical University
2783-0624
11
v.
2
no.
2021
119
138
http://www.jhrs.ir/article_134047_0fc0fc5c064365b6240a14e1324e4d2c.pdf
dx.doi.org/10.22034/jhrs.2021.134047
Encouraging Creative Deviation by Authoritarian Leaders via Empowering Employees
Masoud
Taherinia
Assistant Professor, Department of Accounting, Faculty of Management and Economics, Lorestan University, Khorramabad, Iran.
author
Ali
Shariat Najade
Assistant Professor, Department of Management, Faculty of Management and Economics, Lorestan University, Khorramabad, Iran
author
Sayedh Nasim
Mousavi
Graduate of Master of Management, Faculty of Innovators, Malayer Azad University, Hamadan, Iran.
author
Akbar
Khodabakhshi,
Assistant Professor, Department of Economy, Bu Ali University, Hamedan, Iran.
author
text
article
2021
per
Background & Purpouse: The success of knowledge-based organizations requires the promotion of creativity and innovation, and sometimes it requires the courage to act beyond the redundant and cumbersome bureaucratic rules. Thus, the present study has dealt with the role of authoritarian leadership in encouraging creative deviation among employees by encouraging them to dare. Methodology: This is an applied and descriptive survey research. The statistical population consisted of employees of knowledge-based organizations in Lorestan Province, Iran, of whom 309 employees were selected as a statistical sample. The data collection tool used in this study was a questionnaire. In fact, its validity was assessed by content validity method, and its reliability was evaluated using Cronbach's alpha method. The data was analyzed by structural equation modeling using Smart Software Pilates and SPSS. Findings: Authoritarian leaders make a positive and significant effect on moral deviation both directly and through employees' assertiveness. Conclusion: Managers of knowledge-based organizations can strengthen the capacity and daring of employees to think and act beyond the existing bureaucratic constraints, and thus this will lead to enhancing their creative and innovative performance.
Journal of Human Resource Management
Shahid Sattari Aeronautical University
2783-0624
11
v.
2
no.
2021
139
156
http://www.jhrs.ir/article_134050_bf4ba72994177a515729d319c90f93c1.pdf
dx.doi.org/10.22034/jhrs.2021.233589.1427