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Human resource management measures on organizational performance in the academic year 2012-2014 in agricultural production cooperatives of Gilan province.

Number of pages: 142 File Format: word File Code: 29664
Year: Not Specified University Degree: Not Specified Category: Management
Tags/Keywords: Agricultural production cooperatives - cooperative - Human capital - Human resource management - Human resources - Management - organization - Organizational performance - Performance evaluation
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  • Summary of Human resource management measures on organizational performance in the academic year 2012-2014 in agricultural production cooperatives of Gilan province.

    Generalities of the research

    Introduction

    Today, human resources are considered the main capital of the organization. Despite having competent and worthy human resources, organizations need the ability to use these resources. In fact, by relying on the performance of employees and human capital management and providing scientific and practical methods, organizations seek to increase their efficiency and effectiveness. Human resource management tasks have been considered as one of the most important components affecting organizational performance (Megginson, 2006, 115). In fact, organizations can use the strategic functions of human resource management such as recruitment, training and development, participation, performance evaluation and reward in order to improve effective performance (Lauria & Duchessi, 2007: 239). The strategic tasks of human resources play a vital role in influencing the organization's performance (Chen & Huang, 2009: 108). When organizations improve innovative activities, they face more uncertainty and diversity in work processes, in this situation, these organizations need creative and flexible, risk-taking employees with high tolerance for uncertainty and ambiguity (Madsen & Ulh?i, 2005: 490). Therefore, organizations should put more emphasis on the task of recruiting employees. Also, paying attention to training courses facilitates exposure of employees to various knowledge and innovative ideas (Chang, 2005: 528). Organizations use wide and different training programs for employees in order to develop knowledge and improve new skills in doing work (Mumford, 2000: 33). In addition, attention to the market requires a high level of employee participation (Hurley & Hult, 1998: 45). Organizations influence employee participation by solving problems and participating in decision-making and encouraging employees to create new market ideas (Glynn, 1996: 109). Performance evaluation can increase the motivation of employees to participate in innovative activities and achieve the desired results of innovation (Jiménez-Jiménez & Sanz-Valle, 2005: 67). Both external and internal rewards are effective in improving employees' motivation to perform work, also these rewards motivate employees to create new ideas in market acquisition and successful production of new products (Mumford, 2000: 34). The previous discussions show that organizations can use the strategic tasks of human resources in order to influence the behaviors and attitudes of employees. Human resource management is not only a profitable approach to employees, but also a special approach to employee relations with an emphasis on commitment and two-way communication (Noe et al, 2000, 55).

    Although the importance of the concept of performance as well as wider topics such as organizational productivity, is widely known; But the issues related to performance are one of the most complex issues that researchers are facing (Liao & Wu, 2009: 70). Organizations' responsiveness to processes is determined through performance evaluation reports. A lot of research has been done in recent years on the nature and methodology of performance measurement in organizations. The results of this research are valuable in that it is possible to understand the current situation of organizations and also examine the future challenges of performance measurement through it (Mehrgan and Shahbandazadeh, 1384).

    Statement of the problem

    One of the basic and modern features in the management of today's organizations is the existence of the necessary infrastructure to measure and manage performance and analyze its results and achievements. Due to the emergence of new technologies, the developed countries are progressing at a great speed and distance themselves from the developing countries, and the developing countries are looking for solutions to reduce this gap.In the country of Iran, for a long time, efforts have been made to create sustainable development and keep pace with other countries of the world in the caravan of progress and excellence, so that in the twenty-year vision of the Islamic Republic of Iran, it is stated that the Iranian society will have the following characteristics on the horizon of this vision:

    "Efficient in advanced knowledge, capable in the production of science and technology, relying on the superior share of human resources and social capital in national production" and achieving the first economic, scientific and technological position in the Southwest Asia region, emphasizing Software movement and science production, rapid and continuous economic growth, relative improvement of per capita income level and reaching full employment in the meantime, the inadequacy of the performance of organizations, industries and cooperatives of the country has been a great difficulty in their progress. The need of organizations and industries, especially cooperatives, to understand the concepts, principles and systems of human resource management are considered to be fundamental elements of the improvement and excellence of the organization's performance, it shows the need to pay attention to the category of human resource management in these organizations (Haj Karimi and Rahimi, 1378: 16). they try In other words, human resource management means hiring people, using them, serving them according to the needs of the work and the organization and paying their salaries (vikipida, 2009, quoted by Gurji and Siami, 2013).

    Attention to human resources as the basis of production and service provision in organizations is one of the basic solutions in increasing the efficiency and productivity of the organization (Bertschek et al., 2009: 9). Human resources in all fields such as selection, recruitment, human resource maintenance and overall human resource management is one of the things that affects foresight, organizational innovation and transformation. The new ideas and radical transformations that have emerged in the field of human resources management have been slowly and easily accepted without facing any resistance or resistance and have paved the way for higher utilization of the specialized capabilities of employees. Many developments of the current years that have emerged in the form of decentralization of the management and leadership system, reduction of organizational layers, employee participation in the decision-making process, and such things, are all due to the fact that the attitude of organizations towards the workforce has changed and the employees of organizations are freed from the old and inadequate definition of the period after the industrial revolution and are recognized by the new definition of valuable resources (Friedman, 2008: 103). 

    Effective and effective human resource management is based on the knowledge that the organization's workforce is vital and fundamental to achieving the organization's goals. In order to ensure that human resources are used effectively and fairly for the benefit of individuals, organizations and society, human resources management has five main tasks and activities, including: planning and forecasting human resources, recruiting and providing human resources, training and improvement, evaluating behavior, compensating employees and maintaining the workforce (Jezni, 1378; Toosi and Saebi, 1380; Seyedjavadin, 1381; Wright et al., 2000: 703). The human resource management community[1] has defined six main functions for human resource management: (Byars, L.I & Rue, 2008: 61).

    1) Planning, selecting and employing human resources

    2) Improving human resources

    3) Salaries and benefits

    4) Health and safety 5) Employee and labor relations Work 6) Human resources research Human resources management is a part of the wide field of management science and art, which is responsible for planning, organizing, directing and controlling the operations of recruiting, training and improving, maintaining and using the organization's human resources. In such a way that by satisfying the needs of the employees, the causes of their job satisfaction and organizational commitment are provided, and as a result, the goals of the organization are realized, and finally the society's expectations from the organization are met (Bazzazjazairi, 2017). This means that now this organizational unit has a place worthy of attention on par with other units in organized decision-making, and Begman will undergo more changes in the future, because challenges always exist (Decenzo & Robbins, 1996: 54). In other words, the role of human resource management in organizations has expanded due to the changes and developments and the more complex environment. One of the most important roles of this field is to recognize the potential talents of the workforce in organizations and provide facilities for their flourishing. In case of insufficient attention to human resource management, the possibility of some mistakes such as hiring unsuitable people for jobs, increasing complaints from the organization due to discrimination, spending a lot of time on fruitless interviews, inappropriate training of personnel and so on. It goes very high.

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