Developing the human resource strategies with the approach to Strategic Reference Points (SRP) (Case Study: The Civil Deputy of the Isfahan Municipality)
Codification and implementation of human resource strategy are practiced to make a bridge between policies and human resource methods, on the one hand, and strategic goals of the organization, on the other hand. Therefore, the present research was undertaken to develop human resource strategies with...
| Main Authors: | , |
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| Format: | Article |
| Language: | English |
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LLC "CPC "Business Perspectives"
2018-03-01
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| Series: | Problems and Perspectives in Management |
| Subjects: | |
| Online Access: | https://businessperspectives.org/images/pdf/applications/publishing/templates/article/assets/10087/PPM_2018_01_Shahsiahi.pdf |
| Summary: | Codification and implementation of human resource strategy are practiced to make a bridge between policies and human resource methods, on the one hand, and strategic goals of the organization, on the other hand. Therefore, the present research was undertaken to develop human resource strategies with an approach to strategic reference point (SRP) in Deputy of Civil Affairs of Isfahan Municipality via a hybrid (qualitative and quantitative) method. The model adopted in this research was based on the integrated model proposed by Bamberger and Meshoulam. In the qualitative part, purposive sampling was used to achieve data saturation, while census method was utilized in the quantitative part. The quantitative data was collected via a descriptive survey approach through two researcher-constructed questionnaires, while qualitative data was collected via interviews. Following the analysis of the obtained data, strategic coordinates of the jobs were determined and appropriate strategic model for each set of the jobs was identified. Research findings showed that paternal strategies are appropriate for management, technical, and specialized jobs, secondary strategies are suitable for administrative jobs, and contractor strategies well fit to servicing jobs. Finally, as components of a framework for achieving organizational goals, strategic goals, human resource strategies, and human resource subsystems (human resource supply, performance evaluation and rewards, employee relations) were developed. |
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| ISSN: | 1727-7051 1810-5467 |