شناسایی و ارزیابی اقدامات سیستم های کاری با عملکرد بالا در صنعت خدمات بانکداری کشور
محورهای موضوعی : عمومىمهرداد استيري 1 , مهدی شریفی 2
1 - دانشگاه تهران، دانشکده مدیریت، تهران
2 -
کلید واژه: اقدامات مدیریت منابع انسانی, سیستم های کاری با عملکرد بالا, اقدامات توانمندساز, اقدامات انگیزش زا, اقدامات فرصت آفرین,
چکیده مقاله :
این مقاله به دنبال شناسایی و ارزیابی اقدامات مدیریت منابع انسانی بر مبنای رویکرد سیستم های کاری با عملکرد بالا در صنعت خدمات بانکداری کشور می باشد. به منظور پاسخگویی به سؤالات اصلی، این تحقیق در دو مرحله صورت گرفته است. در مرحله اول با بهره گیری از نظرات کارشناسان و افراد شاغل در صنعت بانکداری تلاش گردیده است تا اقدامات منابع انسانی سیستم های کاری با عملکرد بالا در صنعت بانکداری کشور شناسایی گردد. در مرحله دوم و بر اساس یک پیمایش کمی به ارزیابی چگونگی تأثیرگذاری اقدامات سیستم های کاری با عملکرد بالا در مورد مطالعه (بانک ملت) پرداخته شده است. نتایج این مطالعه نشان می دهد که اقدامات سیستم های کاری با عملکرد بالا شامل آموزش، استخدام انتخابی، پرداخت مبتنی بر عملکرد، مسیر پیشرفت شغلی کارکنان، ارزیابی عملکرد، کار تیمی و تصمیم گیری غیر متمرکز، کیفیت شغل و سرپرستی اثربخش می باشد. همچنین نتایج حاصل از تحلیل داده های کمی، اثرگذاری این اقدامات را در سه حوزه توانمندسازی، ایجاد انگیزش و فراهم کننده فرصت مشارکت برای کارکنان دسته بندی می نماید.
This paper aims to identify and assess HPWS practices in the Iranian banking industry. This study used a combination of quantitative and qualitative data of this approach in banking industry's efforts to review and evaluate. In order to answer the study questions, this study was conducted in two stages. In the first phase, Using Banking Human resource management expert’s opinions, HPWS practices in Iranian banking industry recognized. In the second phase, based on a quantitative survey, the impact of high performance work systems in the research case study (Mellat Bank) has been asses. The results show that the high performance work systems, includes: training, recruitment selection, performance-based pay, career development, performance appraisal, teamwork and decentralized decision-making, quality jobs and effective supervision. Indeed, other results revealed that the impact of these practices are classified in three areas: Ability, Motivation, and Opportunity to participate of employees.
شریفی، سید مهدی(1393)، ارتباط میان فرهنگ سازمان، مدیریت منابع انسانی استراتژیک و رفتار شهروندی سازمانی در سازمانهای ارتباطی (مطالعه موردی رادیو تاویزیون ایران)، فصلنامه نوآوری و ارزش آفرینی، جلد 3، شماره 6، صفحات 25-40
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
Arthur, J. 1994. Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal, 37: 670-687
Barney, J. 1991. Firm resources and sustained competitive advantage. Journal of Management, 12: 99-120
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
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
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
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 management practices on productivity: A study of steel finishing lines. The American Economic Review, 87, 291–313
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
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
Pfeffer, J. 1998. The human equation: Building profits by putting people first, Boston: Harvard Business School Press
Shaw, J. D., Gupta, N. & Delery, J. E. 2005. Alternative conceptualizations of the relationship between voluntary turnover and organizational performance. Academy of Management Journal, 48: 50-68
Subramony, M. 2009. A meta-analytic investigation of the relationship between HRM bundles and firm performance. Human Resource Management, 48(5): 745-768
Sun, L; Aryee, S., Law, K. S. 2007. High-performnace human resource practices, citizenship behavior, and organizational performance: A relational perspective. Academy of Management Journal, 50(3): 558-577
Takeuchi, R., Chen, G., & Lepak, D. 2009. Through the looking glass of a social system: Cross-level effects of high-performance work systems on employee attitudes. Personnel Psychology, 62: 1-29
Takeuchi, R., Lepak, D., Wang, H., & Takeuchi, K. 2007. An empirical examination of the mechanisms mediating between high-performance work systems and the performance of Japanese Organizations. Journal of Applied Psychology, 92(4): 1069-1083
Way, S. A. 2002. High performance work systems and intermediate indicators of firm performance within the US small business sector. Journal of Management, 28(6): 765-785
Whitener, E. M. 2001. Do “High commitment” human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modeling. Journal of Management, 27: 515-535
Wright P. M., & McMahan, G. C. 1992. Theoretical perspectives for strategic human resource management. Journal of Management, 18: 295-320
Youndt, M. A., Snell, S. A., Dean, J. W., & Lepak, D. P.1996. Human Resource Management, Manufacturing strategy and firm performance. Academy of Management Journal, 39(4): 836-866
Zacharatos, A., Barling, J., & Iverson, R. D. 2005. High-performance work systems and occupational safety. Journal of Applied Psychology, 90(1): 77-93
