Modeling
Mirali Seyednaghavi
Abstract
current research tries to examine the pathological analysis of the human resource management model of slack employees, which is taken from the research of Rashidi et al. (2021) in the oil company. This research is quantitative, applied and comparative in terms of philosophical foundations in the paradigm ...
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current research tries to examine the pathological analysis of the human resource management model of slack employees, which is taken from the research of Rashidi et al. (2021) in the oil company. This research is quantitative, applied and comparative in terms of philosophical foundations in the paradigm of positivism. The statistical population of the research includes managers and human resources experts of the oil company. The reliability and validity of the research has been measured in smart pls software and the analysis of questionnaires in SPSS software. The findings of the research show that there is a significant difference between the expected model (as an ideal situation) and the existing situation in the oil company. Performance evaluation in surplus-oriented employees with low strategic value and general competence should be process-based and focus on current control along with performance compliance with standards. In accumulation-oriented employees with high strategic value and general competence, it should be based on evaluation. periodical and match the performance with the standards, in knowledge-oriented employees with the characteristic of low strategic value and unique competence over indirect and result-based control, in value-oriented employees with the characteristic of high strategic value and special competence with future evaluation. is a watcher Rewards and service compensation for surplus-oriented employees on external equality, for accumulation-oriented employees on internal equality, for knowledge-oriented employees on competitive rewards with a focus on financial benefits, and for value-oriented employees on incentive rewards and with The focus is on non-financial rewards.
Mahboubeh Rashidi; mirali seyed naghavi; Behrooz Rezaee Manesh; Reza vaezai
Abstract
Human resource slack is one of the terms that has recently entered the human resources management literature. Human resources slack refer to more resources than the organization needs. This study aims to identify the types of stagnant human resources and provide a model of human resource management functions ...
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Human resource slack is one of the terms that has recently entered the human resources management literature. Human resources slack refer to more resources than the organization needs. This study aims to identify the types of stagnant human resources and provide a model of human resource management functions appropriate for each type of stagnant employees. The present research is qualitative and fundamental in terms of systematic method and content analysis. For this purpose, systematic search was limited to two databases, including Scopus (Elsevier) and the Scientific Network Information Science Institute (Thomson Reuters), to identify and extract articles. After reviewing the articles, the model was presented. The CASP standard checklist was used to assess the validity of the research and in order to assess the reliability of the research, the Kappa Cohen index in SPSS software was used, which was approved. After presenting the model, using semi-structured interviews with academic and industrial experts and conducting content analysis of human resource management functions such as training, development, rewarding and Service compensation, and performance control and evaluation, for each type of employee slack. The model presented, citing articles, introduces four types of human resources slack by considering two dimensions of strategic value and competence; Surplus-oriented, Accumulated-oriented, Knowledge-oriented and Value-oriented. The proposed model and the proposed functions for each type of employee slack can be the basis for future researchers' research.
