Investigating the relationship between total service compensation system and human resource productivity (case study of Melli Bank branches in Lahijan city)

Number of pages: 109 File Format: word File Code: 31195
Year: 2013 University Degree: Master's degree Category: Management
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  • Summary of Investigating the relationship between total service compensation system and human resource productivity (case study of Melli Bank branches in Lahijan city)

    Dissertation for Master's Degree in Public Administration

    Treatment of Human Resource Management

    Abstract

    The present study was conducted with the aim of investigating the relationship between total service compensation system and human resource productivity. Based on the objectives and nature of the research, this research is a descriptive research based on the survey data collection method, and in terms of the data analysis method, it is a correlational study. The statistical population of the research is the employees working in the branches of the National Bank in Lahijan city, 79 people were selected as a statistical sample using stratified random sampling. In order to collect the required data, the productivity standard questionnaire (Hersey and Goldsmith questionnaire[1], 1980) and the researcher-made questionnaire of the service compensation system were used, and the Pearson correlation statistical method was used to test the research hypotheses. The results of the research showed that there is a direct correlation between the dimensions of service compensation (direct financial with a correlation coefficient of 0.694, indirect financial with a correlation coefficient of 0.780, occupational non-financial with a correlation coefficient of 0.590, work environment non-financial with a correlation coefficient of 0.742) and the productivity of human resources in Melli Bank branches in Lahijan city.

    Key words: human resource productivity, service compensation Overall, compensation for financial services, compensation for non-financial services, National Bank

    Introduction

    The first chapter of each research report is dedicated to the general research. In this chapter, a big picture of the problem and mental concern of the researcher, the necessity and importance of the research, research assumptions and research typology and methodology, the introduction of the statistical population and the statistical sample, the method of data collection and the definition of the research vocabulary are made. This chapter helps the reader to gain a better understanding of the research and helps the researcher to clarify the framework of his research.

    Description and statement of the problem

    For years, productivity has been a key issue for all governments and organizations. This is due to the effect of productivity on economic and social development and its importance as a source of increasing income and a connecting goal between the workforce and management, and it causes the participation of employees in the work environment. At the same time, productivity is the best criterion for balancing efforts between various economic, social, technical and environmental goals (Faqihi and Yaqoubi, 2013: 30-31).

    Today, managers have realized that service compensation can be a factor in improving quality and performance and increasing productivity (Sharifian, 2016: 127). In this regard, one of the duties of human resources management is to administer the service compensation system. Managers can use the appropriate design of the compensation system in order to monitor and influence the behavior of the organization's people and increase individual and organizational productivity. A suitable service compensation system can lead to attracting, maintaining and developing human resources (Zarei Mateen, 2011). Therefore, the service compensation system should have a function beyond the salary administration and be designed and implemented in a comprehensive and holistic manner. According to the definition of Jahan Kar Institute [1] (2012), total service compensation is "all the tools available to the employer that are used to attract, retain, motivate and satisfy employees." (World at Work, 2012).

    Various divisions of the service compensation system have been made, but in this research, in general, employee service compensation is divided into two parts: compensation for financial (direct and indirect) and non-financial services (resulting from the job and resulting from the work environment) (Mandi, [2] 2008: 277 and Abili and Mawafaki, 2019: 329).

    In this regard, it has been tried to pay more attention to the components of compensation for financial and non-financial services with more comprehensiveness and quality in the Law on State Service Management approved on 7/8/1386. However, due to the lack of implementation of the aforementioned law in state banks on the one hand and the lack of updating of the specific regulations of the state banking system on the other hand, the employees of state banks, despite the many problems they face while performing their duties (complexity and high volume of duties and responsibilities, wide levels of bank activities, high operational risk in terms of dealing with the country's financial affairs and monetary resources, legal consequences due to possible mistakes, facing the possibility of various types of fraud and forgery of documents and papers, and theft) in recent years the desired increases in the civil service management law should be denied; And this can have a direct relationship with the motivation and productivity of employees working in state banks.

    During the investigations carried out among state banks, one of the research priorities of Bank Melli in recent years is to examine the ways to increase the quality of the service compensation system in order to increase the productivity of human resources. And in this regard, National Bank branches in Lahijan city (due to the agreement of the bank managers in the aforementioned city to collect field research data) have been studied.

    The importance and necessity of conducting research

    In today's highly competitive world, productivity as a philosophy and perspective based on improvement strategy constitutes the most important goal of any organization and can include the activities of all sectors of society like a chain (Tahiri, 1378: 18), so that the mission of management and the main goal of managers of any organization is the effective and optimal use of various resources and facilities such as labor, capital, materials, energy and information (Vaziri Sarwar et al., 1388: 136). This has caused that in all countries, the efficiency and correct use of the total production factors (both goods and services) has become a national priority and all societies have come to believe that the continuation of the life of any society is not possible without paying attention to the issue of productivity (Pouyan and Masoumi, 2018: 25).

    Motaghi (2014: 12) states that until the early 1950s it was mostly thought that the basic and major factor that contributed to the lack of progress of the developing countries and caused the backwardness was the lack of physical and material capital, and as a result, in any way, these countries seek to attract and obtain capital, which causes more dependence and the destruction of their economic, cultural, and political foundations, but today it has been established that what leads to sustainable development is strong and efficient administrative institutions. These institutions have efficient, specialized and strong human capital. Today, growth and development are emphasized on human capital, improving the quality of labor force is one of the basic ways to increase productivity and accelerate economic growth. That is, human power is the most important productivity factor. Paying attention to human resources in the form of training and development of the organization's employees, efforts to create morale and motivation and stimulate their creativity and initiative, and especially to obtain the participation of people in order to achieve the goals and missions of the organization, guarantee the growth of efficiency and increase productivity in the organization. The important point in this case is that productivity in organizations requires paying attention to the demands and needs of employees and aligning these needs with organizational goals. Darden [3] and others (2005: 10) states that among the important actions in improving employee productivity that can lead to an increase in salary and income include the following: education and training, government and local governments, health care and financial factors. However, considering the fundamental role that productivity has for organizations, it is very important to identify the type of effect that the service compensation system in an organization has on improving employee productivity, which this research is in line with Doing this is important in National Bank (branches of Lahijan city), as a public organization engaged in providing services to citizens. In addition to this, the importance of conducting the present research in two theoretical and applied fields as follows is also worth noting.

    Theoretical importance and necessity

    Helping to develop theoretical knowledge in the field of compensation for total services in Iran.

    Helping to develop theoretical knowledge in the field of human resource productivity in Iran.

    Helping to develop theoretical knowledge about the relationship between compensation for total services and productivity of manpower in Iran.

    Importance and practical (practical) necessity

    helping to increase the quality of service compensation system in order to improve the level of productivity of human resources.

    providing practical solutions with theoretical support to increase motivation, job satisfaction and productivity of human resources.

    helping to align compensation methods with the goals of the organization (increasing productivity) and the values ??and needs of employees. research objectives

    main goal

    Measurement of the relationship between compensation system for total services and productivity of human resources in National Bank branches in Lahijan city.

    Sub-objectives

    Measurement of the relationship between compensation for direct financial services and productivity of human resources in the study organization.

    Measurement of the relationship between compensation for indirect financial services (benefits) and productivity of human resources in the organization under study.

    Measurement of the relationship between compensation for non-financial services resulting from a job and productivity of human resources In the studied organization.

  • Contents & References of Investigating the relationship between total service compensation system and human resource productivity (case study of Melli Bank branches in Lahijan city)

    List:

    1 Chapter 1: Research overview. 1

    1.1 Introduction 2

    1.2 Description and statement of the problem. 2

    1.3 The importance and necessity of conducting research. 3

    1.3.1 theoretical importance and necessity. 5

    1.3.2 Importance and practical necessity 5

    1.4 Research goals. 5

    1.4.1 The main goal. 5

    1.4.2 Sub-goals. 6

    1.5 Research assumptions. 6

    1.5.1 The main research hypothesis. 6

    1.5.2 Sub-hypotheses of the research. 6

    1.6 Research variables. 7

    1.6.1 Conceptual and operational definitions of variables 7

    1.7 Research innovation. 9

    1.8 Research methodology. 9

    1.8.1 from the perspective of the goal. 9

    1.8.2 in terms of method. 9

    1.9 Statistical population. 9

    1.10 How to estimate/estimate the statistical sample of the research and the sampling method. 10

    1.11- Information collection tools (data). 10

    1.12 data analysis method 10

    1.13 scope of research (topic, time, place) 11

    1.14 process of doing work. 11

    2 Chapter Two: Theoretical foundations and research background. 12

    2.1 Introduction 13

    2.2 First part: Total service compensation system. 14

    2.2.1 Compensation for general services. 14

    2.2.1.1. Introduction. 14

    2.2.1.2 Concepts and definitions of total service compensation system. 14

    2.2.1.3. The importance of total service compensation. 17

    2.2.1.4. A model of total service compensation. 18

    2.2.1.5. Total service compensation benefits. 19

    2.2.2 Compensation for total services - Compensation for financial services. 20

    2.2.2.1 Introduction. 20

    2.2.2.2 compensation for direct financial services. 21

    2.2.2.3 compensation for indirect financial services (benefits) 22

    2.2.3 compensation for total services - compensation for non-financial services. 25

    2.2.3.1. Introduction. 25

    2.2.3.2 Compensation for non-financial services resulting from employment. 25

    2.2.3.3 Compensation for non-financial services from the work environment. 28

    2.3 Second part: human resources productivity. 31

    2.3.1 Introduction. 31

    2.2.3 Concept and definition of productivity. 32

    2.3.3 Importance of productivity. 34

    2.3.4 productivity of human resources. 35

    2.3.4.1 Achio model. 37

    2.3.4.2 Steps to compile the Echio model. 37

    2.4 The third part: The relationship between the total service compensation system and the productivity of human resources. 40

    2.5 Research background. 41

    2.5.1 Foreign background. 41

    2.5.2 Internal background. 42

    2.6 Summary and conclusion. 43

    3 Chapter 3: Research method. 45

    3.1 Introduction 46

    3.2 National Bank. 46

    3.2.1 History and introduction of National Bank. 46

    3.2.2- The current status of National Bank service compensation system. 48

    3.3 Research methodology. 50

    3.3.1 Statistical population. 51

    3.3.2 Statistical sample. 52

    3.3.2.1 sampling method. 52

    3.3.2.2 sample size. 51

    3.3.3 Research data. 53

    3.3.3.1 methods of data collection 53

    3.3.3.2 method of measuring the validity of the tool. 54

    3.3.3.3 The method of measuring the reliability of the tool. 54

    3.3.4 Data analysis method 55

    4 Chapter four: Data analysis 57

    4.1 Introduction 58

    4.2 Descriptive analysis of research findings. 58

    4.2.1 Gender of respondents. 59

    4.2.2 Marital status of respondents. 59

    4.2.3 Age of respondents. 60

    4.2.4 The educational status of the respondents. 61

    4.2.5 The work history and organizational position of the respondents. 62

    4.3 Frequency (statistical parameters) of questionnaire questions. 63

    4.3.1 Frequency of questions related to direct financial compensation variable. 63

    4.3.2 Frequency of questions related to indirect financial compensation variable. 64

    4.3.3 Frequency of questions related to non-financial job compensation variable. 65

    4.3.4 Frequency of questions related to the non-financial compensation variable of the work environment. 65

    4.3.5 Frequency of questions related to employee productivity variable. 66

    4.4 Inferential analysis of research findings. 67

    4.4.1 Normality of the distribution of variables 67

    4.4.2 Examination of research hypotheses (causal relationship between variables) 68

    4.4.2.1 Examination of the first sub-hypothesis of the research. 69

    4.4.2.2 Examining the second sub-hypothesis of the research.70

    4.4.2.3 Examining the third sub-hypothesis of the research. 71

    4.4.2.4 Examining the fourth sub-hypothesis of the research. 72

    4.4.2.5 Examining the main hypothesis of the research. 73

    5 Chapter Five: Conclusion, discussion and suggestions 76

    5.1 Introduction 77

    5.2 The results of the research findings. 77

    5.3 Correlation matrix of research variables. 79

    5.4 Discussion 79

    5.5 Research suggestions. 82

    5.5.1 Practical suggestions. 82

    5.5.2 Suggestions for future research. 83

    5.6 Research limitations. 84

    Resources and references. 85

    Persian sources 85

    English sources. 88

    Appendices 91

     

    Source:

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Investigating the relationship between total service compensation system and human resource productivity (case study of Melli Bank branches in Lahijan city)