طراحی الگوی مربیگری مدیران عملیاتی شركت صنايع پتروشیمی خلیج‌فارس در راستاي انگيزش نيروي انسانی
محورهای موضوعی : روش های نوین آموزش وتوسعه منابع انسانیحاجت حاجی‌زاده 1 , فواد مکوندی 2 , قنبر امیرنژاد 3
1 - گروه مدیریت دولتی، واحد شوشتر، دانشگاه آزاد اسلامی، شوشتر، ایران
2 - گروه مديريت دولتي، واحد شوشتر، دانشگاه آزاد اسلامي، شوشتر، ايران
3 - گروه مديريت دولتي، واحد تهران جنوب، دانشگاه آزاد اسلامي، تهران، ايران
کلید واژه: مدیریت منابع انسانی, مربیگری, انگیزش نیروی انسانی.,
چکیده مقاله :
سازمان‌های معاصر در محیطی فعالیت می‌کنند که به‌طور فزاینده‌ای پیچیده و متغیر است. به همين جهت خواستار یک نگرش جدید در مدیریت و رهبری برای برآورده ساختن نیاز کارکنان و سازمان به پیشرفت و توسعه در محیط بسیار پویای امروزی هستند. مربيگری مدیران به‌عنوان یک راهبرد برای توسعه منابع انسانی تعریف شده است و یک فرایند پویاست که باعث بهبود عملکرد کار می‌شود. هدف این تحقیق طراحی الگوی مربیگری مدیران عملیاتی شركت صنايع پتروشیمی خلیج‌فارس در راستاي انگيزش نيروي انسانی بوده است. جامعه آماری تحقیق را 18 نفر از خبرگان مدیران عالي و مديران منابع انساني شرکت صنایع پتروشیمی خلیج‌فارس، هیئت‌علمی یا مدرس دانشگاه تشکیل داده است. در این تحقیق کیفی، از استراتژی داده بنیاد و نمونه‌گیری به روش اشباع استفاده شده است. با استفاده از نرم‌افزار maxqda به کدگذاری مصاحبه‌ها پرداخته شده است. نتایج نشان داد از میان 805 مفهوم استخراج شده، 145 کد اولیه در قالب 23 مقوله شامل ارتباطات، استراتژی و اهداف سازمان، الزامات قانونی، انگیزش نیروی انسانی، آموزش سازمانی، توانمندسازی، کار گروهی، جانشین پروری، چابکی سازمان، رضایت شغلی، ساختار سازمانی، عملکرد مدیریت منابع انسانی، فرهنگ‌سازمانی، مديريت مشاركتي، مدیریت استعداد، مدیریت دانش، مربیگری، مهارت‌ها و شایستگی‌های مدیران، نظام جبران خدمات، ویژگی‌های شغلی، ویژگی‌های کارکنان، ویژگی سازمانی و یادگیری شناسایی شده است.
Contemporary organizations operate in an increasingly complex and changing environment. Therefore, they are seeking a new approach in management and leadership to meet the needs of employees and organizations to thrive in today's highly dynamic environment. Coaching of managers is defined as a strategy for human resource development and is a dynamic process that improves job performance.The present study was aimed to design a coaching model for operational managers of the Persian Gulf Petrochemical Company for motivating human resources. The statistical population of the study included 18 experts of senior managers and human resource managers of the Persian Gulf Petrochemical Company, faculty, or university teachers. In this qualitative study, from the foundation data strategy and saturation sampling method was used and the interviews were coded using maxqda software. The results indicated that out of 805 extracted concepts, 145 basic codes were identified in 23 categories including communication, strategy, and objectives of the organization, legal requirements, human resource motivation, organizational training, empowerment, teamwork, succession planning, organizational agility, job satisfaction, organizational structure, human resource management performance, organizational culture, participatory management, talent management, knowledge management, coaching, skills, and competencies of managers, service compensation system, job characteristics, staff features, organizational characteristics, and learning.
[1] Ballesteros-Sánchez, L., Ortiz-Marcos, I. and Rodríguez-Rivero, R. (2019). The impact of executive coaching on project managers’ personal competencies. Project Management Journal, 50(3), pp.306-321.
[2] Munteanu, A. and Raţiu, L. (2018). The Manager as Coach: Cross-Cultural Adaptation of an Instrument Assessing Managers’ Coaching Skills. Journal of Rational-Emotive & Cognitive-Behavior Therapy, 36(4), pp.303-319.
[3] McCarthy, G. and Milner, J. (2020). Ability, motivation and opportunity: managerial coaching in practice. Asia Pacific Journal of Human Resources, 58(1), pp.149-170.
[4] Podolchak, N.Y., Prokopyshyn-Rashkevych, L.M. and Karkovska, V.Y. (2019). The influence of coaching on the development of manager’s leadership skills. Scientific Bulletin of National Mining University, (4).
[5] Rayner, J., Morgan, D. (2018). An empirical study of ‘green’workplace behaviours: ability, motivation and opportunity. Asia Pacific Journal of Human Resources, 56(1), 56-78.
[6] Ozkeser, B. (2019). Impact of training on employee motivation in human resources management. Procedia Computer Science, 158, 802-810.
[7] Rezaei-Nazbani, L. (1396). The role of management in motivating employees. National Conference on New Educational and Research Approaches in Education. (in persian)
[8] Ismail, A. B., Nursaadatun Nisak, A., & Zainol, A. (2016). Managerial coaching in enhancing employees’ motivation. Acta Universitatis Danubius. Œconomica, 12(3), 71-56.
[9] Ahrami, H. (1392). Workplace coaching. Tehran: Industrial Management Organization Publications. (in persian)
[10] alalian, N. (1397), Coaching: Managers' Need for Change, Fourth National Conference on Applied Research in Management, Economics and Accounting, Iran, Tehran, Soroush Hekmat Mortazavi Center for Islamic Studies and Research. (in persian)
[11] Excellence Statement (EFQM) of Persian Gulf Petrochemical Industries Company (Holding) in 2015. (in persian) [12] Faraji, M. (1394). Coaching: A New Approach to Promoting Working Teams, Tehran: Ariaken New Innovators Publications. (in persian)
[13] Hugill, K., Sullivan, J., & Ezpeleta, M. L. (2017).Team coaching and rounding as a framework to enhance organizational wellbeing, & team performance. Journal of Neonatal Nursing, 24(3), 148-153.
[14] Admi, H., & Eilon-Moshe, Y. (2016). Do hospital shift charge nurses from different cultures experience similar stress? An international cross sectional study. International journal of nursing studies, 63, 48-57.
[15] Baker, S. J. (2010). Rounding for outcomes: an evidence-based tool to improve nurse retention, patient safety, and quality of care. Journal of Emergency Nursing, 36(2), 162-164.
[16] Benner, P., Tanner, C., & Chesla, C. (2016). Expertise in Nursing Practice (second ed.). New York, NY: Springer.
[17] Cathcart, E. B., Greenspan, M., & Quin, M. (2010). The making of a nurse manager: the role of experiential learning in leadership development. Journal of Nursing Management, 18(4), 440-447.
[18] Cornthwaite, K., Edwards, S., & Siassakos, D. (2013). Reducing risk in maternity by optimising teamwork and leadership: an evidence-based approach to save mothers and babies. Best Practice & Research Clinical Obstetrics & Gynaecology, 27(4), 571-581.
[19] Dai, Y., 2019, December. Coaching Leadership, Job Motivation and Employee Innovation Behavior. In 5th Annual International Conference on Social Science and Contemporary Humanity Development (SSCHD 2019). Atlantis Press.
[20] Visser, M. (2010). System dynamics and group facilitation: contributions from communication theory. System Dynamics Review, 23(4), 453-463.
[21] Skinner, B. F. (2007). Utopia through the control of human behaviour. Listener, 77, 55–56.
[22] Burrell, D. N. (2018). Exploring leadership coaching as a tool to improve the people management skills of information technology and cybersecurity project managers. HOLISTICA–Journal of Business and Public Administration, 9(2), 107-126.
[23] Rosha, A., & Lace, N. (2016). The scope of coaching in the context of organizational change. Journal of Open Innovation: Technology, Market, and Complexity, 2(1), 2.
[24] Kołodziejczak, M. (2015). Coaching across organizational culture. Procedia Economics and Finance, 23, 329-334.
[25] Shaw, P. (2016). Focused individual and team coaching as exemplars of flexible HR practice. Global Journal of Flexible Systems Management, 17(1), 101-103.
[26] Mozaffari, M. M., Tolouei, H. (1398). A study of the effectiveness of transformational leadership style in the organization, The Second National Conference Of New Ideas In Business Management. (in persian)
[27] Rusu, G., & Avasilcai, S. (2013). Human resources motivation: an organizational performance perspective. Annals of the Oradea University. Fascicle of Management and Technological Engineering, 22(12), 331-334.
[28] Pfeffer, J. (2018). Dying for a paycheck: How modern management harms employee health and company performance and what we can do about it. HarperCollins.
[29] Deci, E.L., Olafsen, A.H. and Ryan, R.M. (2017). Self-determination theory in work organizations: The state of a science. Annual Review of Organizational Psychology and Organizational Behavior, 4, pp.19-43.
[30] Saether, E. A. (2019). Motivational antecedents to high-tech R&D employees' innovative work behavior: Self-determined motivation, person-organization fit, organization support of creativity, and pay justice. The Journal of High Technology Management Research, 30(2), 100350.
[31] Tay, L., & Diener, E. (2011). Needs and subjective well-being around the world. Journal of personality and social psychology, 101(2), 354.
[32] SuJin, S. (2016). Facilitating employee socialization through mentoring relationships. Career Development International, 21(6), 554-570.
[33] Moghli, A., Ahmadi, S. A A., Azar, A., Khodami, A. S. (2013). Identify the factors affecting the creation of a coaching organization. Journal of Management Studies (Transformation Improvement), 23, 71, pp. 161-185. (in persian)
[34] Sangari, N., Puroli, B. (1393). The effect of managerial coaching behavior on results related to employee performance. Quarterly Journal of Management and Development Process, 27, 3, pp. 141-171. (in persian)
[35] Fathi Vajargah, K., Khorasani, A., Daneshmandi, S. (1394). A Study of the Conditions and Areas of Establishment of Coaching in Human Resources Training and Improvement Activities. Journal of Management and Planning in Educational Systems, 8, 15, pp. 87-65. (in persian)
[36] Sehat, S., Khosravi, H. (2015). The role of effective organizational communication in coaching, International Conference on Management and Accounting, Tehran, Nikan Institute of Higher Education. (in persian)
[37] Danaifard, H., Emami, S. M. (1386). Qualitative research strategies: A reflection on data foundation theory. Management Thought. 1, 2, pp. 69-76. (in persian)
[38] Cresswell, John (1391). Qualitative Scanning and Research Design: Choosing from Five Approaches (Narrative Studies, Phenomenology, Data Foundation Theory, Ethnography, Case Study). Second Edition, Translators: Hassan Danaeifard and Hossein Kazemi, Tehran: Saffar Publications. (in persian)
[39] Mohammadpour, A. (1392). Experience of Modernization (Study of Change and Development in Horaman by Background Theory Method), Tehran: Sociologists Publications. (in persian)
[40] Danaeifard, H., Emami, S. M. (2013). Foundation Data Theory Strategy in Organizational and Management Studies (Chapter 4 of Qualitative Research Methodology in Management: A Comprehensive Approach). Saffar Publications. (in persian)
[41] Strauss, A., Carbin, J. (1396). Fundamentals of Qualitative Research: Techniques and Stages of Production of Background Theory. Sixth Edition, Translator: Ebrahim Afshar, Tehran: Ney Publishing.. (in persian)
[42] Ezkia, M., Imani Jajarmi, H., Farzizadeh Miandehi, Z. (2011). Applied Research Methods: Application of Basic Theory, Tehran: Kayhan Publishing Company. (in persian)
[43] Ellinger, A. D., Ellinger, A. E., & Keller, S. B. (2003). Supervisory coaching behavior, employee satisfaction, and warehouse employee performance: A dyadic perspective in the distribution industry. Human resource development quarterly, 14(4), 435-458.
[44] Laufer, A. (2012). Mastering the leadership role in project management: Practices that deliver remarkable results: FT Press.
[45] McCarthy, G., & Milner, J. (2013). Managerial coaching: challenges, opportunities and training. Journal of Management Development, 32(7), 768-779.
[46] Luntz, F. I. (2011). Win: The key principles to take your business from ordinary to extraordinary: Hachette Books.
[47] Mayfield, J., & Mayfield, M. (2012). The relationship between leader motivating language and self-efficacy: A partial least squares model analysis. The Journal of Business Communication (1973), 49(4), 357-376.
[48] Walker-Fraser, A. (2011). An HR perspective on executive coaching for organisational learning. International Journal of Evidence Based Coaching & Mentoring, 9(2), 67-78.
[49] Freedman, A. M., & Perry, J. A. (2010). Executive consulting under pressure: A case study. Consulting Psychology Journal: Practice and Research, 62(3), 189-202.
