Providing a Competent-Based Human Resource Management Model with a Succession Approach
Journal Title: Journal of Applied Sociology - Year 2022, Vol 33, Issue 2
Abstract
Introduction Today, business environment is changing rapidly and increasingly. This has caused organizations to face the fundamental challenges of competing with each other. Therefore, in such circumstances, organizations need to think beyond adaptation to the environment and seek to take advantage of potential opportunities and cope with new changes. In the current competitive environment, human resources have become a vital factor for the success of organizations. Therefore, organizations should always seek to attract competent human resources and properly manage their capabilities in order to achieve their strategies. Materials & Methods The present research was of an applied type in terms of purpose and an exploratory mixed study in terms of research method. Thus, in this study, a rich literature was first created in the research field by reviewing the texts and the experimental and theoretical backgrounds and then, an interview method was applied based on thematic analysis to design a native model in the field of human resource management as the initial goal. Afterwards, a questionnaire was used to determine the pattern fit and prioritize the subsystems in the quantitative part. In simple terms, the qualitative and Delphi approach were taken to design the model and identify the components and competencies in the first stage and the quantitative method was applied to implement the model and analyze the data in the next stage. The statistical population in the qualitative sector included banking and academic experts in the field of human resources, who had executive backgrounds at management levels. Seventeen people participated in the semi-structured interview process following targeted snowball sampling. The statistical population in the quantitative section included all senior managers, heads of departments, and heads of the branches of Isfahan Saderat Bank. A total of 400 people were determined to participate in this study by using stratified random sampling. To analyze the qualitative data, a coding process was taken based on thematic analysis. Structural equation modeling and the related software (SPSS and PLS) were employed to quantify the research data obtained from the questionnaires and data analysis. Based on the research findings, the model of a competent human resource management system was designed based on a succession approach (recruitment, training, performance, appraisal, and compensation) including the 5 main themes of competency, foresight, comprehensiveness, justice, and flexibility. Discussion of Results & Conclusions Achieving an integrated and dynamic model for competent human resource management can simplify complex events by recognizing the relationships between vital elements and facilitate the success rate of the succession program in different situations. Therefore, in this study, two general objectives were pursued: 1) designing a model that could predict the success rate of the staff replacement system according to human resource management subsystems and announce the success rate with an almost certain estimate and 2) designing a competent human resource management system that could lead to the expansion of this system and give more coherence to its activities. Successful implementation of succession programs requires a proper link between human resource management and succession management, while their implementation will be fruitless without human resource actions. In fact, if a logical and correct relationship between the two is not established, the succession program will fail. The establishments of a succession management and rule of meritocracy in the processes of selection, training, performance, appraisal, and compensation would put employees in the psychological circle of security. This means that they ensure the human resource system is based on competencies and the bank will easily accept their promotion and not exclude them from the scope of organizational activity for no reason if they have competence and an ability to work. It can be a motivation and a tool to improve organizational productivity.
Authors and Affiliations
Hadi Teimouri Associate Professor, Depaetment of Management, Faculty of Administrative Sciences and Economics, University of Isfahan, Isfahan, Iran h. teimouri@ase. ui. ac. ir Arash Shahin Professor, Depaetment of Management, Faculty of Administrative Sciences and Economics, University of Isfahan, Isfahan, Iran shahin@ase. ui. ac. ir Abdollah Karimi Graduate Student, Depaetment of Management, Faculty of Administrative Sciences and Economics, University of Isfahan, Isfahan, Iran k_bsi2012@yahoo. com
Keywords
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- EP ID EP704784
- DOI http://dx.doi.org/10.22108/jas.2021.126789.2043
- Views 60
- Downloads 0
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