شناسایی و رتبه¬بندی عوامل مؤثر بر کاهش انگیزش کارکنان دانشی (مطالعه موردی: پژوهشگاه صنعت نفت)
الموضوعات :
1 - دانشاه خلیج فارس بوشهر
الکلمات المفتاحية: شناسایی و رتبه¬, بندی عوامل مؤثر بر کاهش انگیزش کارکنان دانشی (مطالعه موردی: پژوهشگاه صنعت نفت),
ملخص المقالة :
با توجه به نقش کارکنان دانشی در سازمان های دانش محور و نیز اهمیت انگیزش این گروه از کارکنان در ارتقای اثربخشی و بهره وری سازمان؛ هدف اصلی تحقیق، شناسایی و رتبه بندی عوامل مؤثر بر کاهش انگیزش کارکنان دانشی و ارائه الگویی برای بهبود آن در پژوهشگاه صنعت نفت است. پس از مرور ادبیات تحقیق و بهره گیری از نظرات خبرگان، مدل نهایی پژوهش آماده شد. اين پژوهش به لحاظ شيوه انجام كمي؛ از نظر جهت گيري، كاربردي و از حیث استراتژي، پيمايشی است. جامعه آماری پژوهش، مدیران، اعضای هیأت علمی و پژوهشگران پژوهشگاه صنعت نفت می باشند. برای رتبه بندی عوامل شناسایی شده از تکنیک تحلیل سلسله مراتبی فازی و با نظرسنجی از خبرگان استفاده شد. نتایج پژوهش حاکی از آن است که مهمترین عوامل مؤثر بر کاهش انگیزش کارکنان دانشی به ترتیب اولویت عبارتند از: کمبود فرصت های پیشرفت و ارتقاء؛ فقدان کارهای چالش برانگیز؛ کمبود آزادی عمل و استقلال؛ فرآیند ارزیابی عملکرد نامشخص کارکنان؛ پایین بودن حقوق و مزایا؛ عدم حمایت مدیریتی؛ نبود ارتباطات مستقیم با مدیر؛ و همکاران راحت طلب می باشند.
المصادر:
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[1] Sauve, E. Informal knowledge transfer. T+ D, 2007; 61(3), 22-24.
[2] Carleton, KHow to motivate and retain knowledge workers in organizations: A review of the literature. International Journal of Management, 2011; 28(2), 459.
[3] Ferraro, T., Pais, L., Moreira, J. M., & Dos Santos, N. R. Decent work and work motivation in knowledge workers: The mediating role of psychological capital. Applied Research in Quality of Life, 2018; 13(2), 501-523.
[4] Davenport, T. H. Thinking for a living: how to get better performance and results from knowledge workers. Boston: Harvard Business School Publishing. ISBN 2005; 1-59139-423-6.
[5] Drucker, P. F. The discipline of innovation. Harvard business review, 2002; 80, 95-104.
[6] Guthridge, M., Komm, A. B., & Lawson, E. Making talent a strategic priority. McKinsey Quarterly, 2008; 1, 48.
[7] El-Farr, H. K. Knowledge work and workers: A critical literature review. Leed University Business School, Working Paper Series, 2009; 1(1), 1-15.
[8] Rüdiger, K., & McVerry, A. Exploiting Europe’s knowledge potential: ‘Good work’or ‘could do better’. Knowledge work and knowledge workers in Europe, A report prepared for the Knowledge Economy Programme, London, and The Work Foundation. 2007.
[9] Olomolaiye, A., & Egbu, C. Motivating Knowledge Workers: The dilemma of HRM's contribution to knowledge management in the construction industry. In The International Salford Centre for Research and Innovation (SCRI) Research Symposium. University of Salford 2004; 30-31
[10] Rajabpour, E. Design Model of Career Path Management in Knowledge Workers (Case Study: Knowledge Workers of Research Institute of Petroleum Industry). Babashahi J. dissertation. Ph.D. University of Tehran. 2017 (in Persian)
[11] Babashahi J, Yazdani H, Tahmasebi R, Rajab Pour E. Designing of Competency model for knowledge workers in RIPI. Human Resource Management in Oil Industry. 2017; 8 (32):3-24. (in Persian)
[12] Munck, B. Artisans as knowledge workers: Craft and creativity in a long term perspective. Geoforum, 2019; 99, 227-237.
[13] TalebNiya, GH; Rajab Dori, H. The Effect of Professional Ethics on Employee Motivation. Ethics Quarterly, 2017; 7 (25), 47, 77-101. (in Persian)
[14] Thompson, M., & Heron, P. The difference a manager can make: organizational justice and knowledge worker commitment. The International Journal of Human Resource Management, 2005; 16(3), 383-404.
[15] Yazdani, T. Studing the relationship between job motivation and job attachment with psychological well-being of police personal in Bojnourd. 2017; 15, 7-44. (in Persian)
[16] Graves, L. M., & Sarkis, J. The role of employees' leadership perceptions, values, and motivation in employees' provenvironmental behaviors. Journal of Cleaner Production, 2018; 196, 576-587.
[17] Kumar, S., Motivating Employees: An Exploratory Study on Knowledge Workers. South Asian Journal of Management; Jul-Sep 2011; 18, 3, p. 26-47.
[18] Todericiu, R., Şerban, A., & Dumitraşcu, O. Particularities of Knowledge Worker's Motivation Strategies in Romanian Organizations. Procedia Economics and Finance, 2013; 6, 405-413.
[19] Lee, M. T., Raschke, R. L., & Louis, R. S. Exploiting organizational culture: Configurations for value through knowledge worker's motivation. Journal of Business Research, 2016; 69(11), 5442-5447.
[20] Jamrog, J. The perfect storm: The future of retention and engagement. People and Strategy, 2004; 27(3), 26.
[21] Vora, M. K. Creating employee value in a global economy through participation, motivation and development. Total Quality Management & Business Excellence, 2004; 15(5-6), 793-806.
[22] Dess, G.D. and Shaw, J.D. Voluntary turnover, social, capital, & organisational performance. Academy of Management Review, 2001; 26(3), 446-456.
[23] Kaye, B.; Jordan-Evans. S. Love ‘Em or Lose ‘Em: Getting Good People to Stay (4thed.). California: Berret-Koehler Publishers. 2008.
[24] Phillips, J and Edwards, L. Managing Talent Retention, an ROI Approach. San Francisco: Pfeiffer. 2009.
[25] Kaye, B.and Jordan-Evans. What matters most? A White paper about organisational stay factors. 2012; Available www.keepem.com.
[26]Erwin, T. Five Top employee retention strategies. 2011; Available http://www.mondaq.com/x/155322/Five+Top+Employee.
[27] Benest, F. Retaining and Growing Talent: Strategies to Create Organizational “Stickiness”. Public Management, 2008; 90(9), 20-24.
[28] Sutherland, M. and Jordaan, W. Factors affecting the retention of knowledge workers. SA Journal of Human Resources Management, 2004; 2, 55-64.
[29] Reddy, K., & Govender, K. K. Retaining Knowledge Workers: A Case Study of a Leading South African Bank. Mediterranean Journal of Social Sciences, 2014; 5(23), 2768.
[30] Milne, G. Motivating the knowledge worker to perform. MBA dissertation, GIBS: South Africa. 2007.
[31] Collins, H. Tacit and explicit knowledge. University of Chicago Press. 2010.
[32] Samuel, M. and Chipunza. C. Employee retention and turnover: Using motivational variables as a panacea. African Journal of Business Management, 2009. 3(8), 410-415.
[33] Veber, J. Et al. Management, základy, moderní manažerské přístupy, výkonnost a prosperita. Management Press. Praha. 2009; ISBN 978-80- 7261-200-0.
[34] Frick, D. E. Motivating the knowledge worker. DEFENSE INTELLIGENCE AGENCY WASHINGTON DC. 2011.
[35] Mládková, L., Zouharová, J., & Nový, J. Motivation and knowledge workers. Procedia-Social and Behavioral Sciences, 2015; 207, 768-776.
[36] Frost, P. Toxic Emotions at Work. Harvard Business School Press, Boston, MA. 2003.
[37] Goldman, A. Leadership pathology as a nexus of dysfunctional organizations. Paper presented at the Academy of Management, Honolulu, Hawaii, August. 2005.
[38] Lipman-Blumen, J. The Allure of Toxic Leaders. Oxford University Press, New York, NY. 2005.
[39] Tepper, B. J., Carr, J. C., Breaux, D. M., Geider, S., Hu, C., & Hua, W. Abusive supervision, intentions to quit, and employees’ workplace deviance: A power/dependence analysis. Organizational Behavior and Human Decision Processes, 2009; 109(2), 156-167.
[40] Wu, T. Y., & Hu, C. Abusive supervision and employee emotional exhaustion dispositional antecedents and boundaries. Group & Organization Management, 2009; 34(2), 143-169.
[41] Celik, M., Er, I. D., & Ozok, A. F. Application of fuzzy extended AHP methodology on shipping registry selection: The case of Turkish maritime industry. Expert Systems with Applications, 2009; 36(1), 190-198.
[42] Chang, D. Y. Applications of the extent analysis method on fuzzy AHP. European journal of operational research, 1996; 95(3), 649-655.
