Investigating the impact of human resource retention system on organizational productivity in Hormozgan Province Telecommunication Joint Stock Company

Dissertation for M.A.

Department

Executive Management (Strategic)

Abstract

The purpose of this research is to investigate the impact of the human resource retention system on organizational productivity in the Hormozgan Province Telecommunication Company. The descriptive research method is survey type. The statistical population of this research includes all employees of the headquarters of Hormozgan Telecommunication Company, who were randomly selected by stratification and using Cochran's formula, 340 people were examined as the research sample. The research tools included the maintenance system questionnaire of Sanjaghi et al. (2010), Elah Vardi et al. (2011) and Mehrabian et al. (2010) and the organizational productivity questionnaire of Olsania et al. (2012). The validity of the questionnaire was calculated using item analysis and its reliability was calculated using Cronbach's alpha method. The data were analyzed using descriptive statistics such as frequency, mean, standard deviation, percentage and inferential statistics such as linear and multiple regression analysis, Friedman test and path analysis.  The results of linear regression for each question showed that 1- the sense of organizational justice has a positive and significant effect on organizational productivity. 2- Meeting the needs of employees has a positive and significant effect on organizational productivity. 3- Organizational commitment has a positive and significant effect on organizational productivity. 4- The content and nature of the job has a positive and significant effect on organizational productivity. 5- Job satisfaction and security have a positive and significant effect on organizational productivity. 6- Clarity of goals and expectations has a positive and significant effect on organizational productivity. 7- The atmosphere of cooperation and group cohesion has a positive and significant effect on organizational productivity. 8- Salaries and benefits have a positive and significant effect on organizational productivity. 9- Management and leadership have a positive and significant effect on organizational productivity. 10- However, the simultaneous effect of the variables in the final model using multiple regression showed that except for organizational justice and the atmosphere of cooperation and group cohesion, the rest of the variables have a significant effect on productivity. Meanwhile, the impact of salaries and benefits and management and leadership was negative and significant. 

Key words: maintenance system, human resource management, organizational justice, organizational productivity, telecommunications company. 

Chapter 1

General research

Introduction

Today, human resource management, especially the human resource maintenance system, plays a wide and sensitive role in advancing the activities of the organization. The fate of success of the organization is so intertwined with the fate of human resource management that it has elevated the position of this area of ??responsibility of the organization to the level of a strategic partner. In practice, this strategic role becomes the function of human resources management sub-systems, i.e. recruitment and selection, training and development, effective use and maintenance of human resources (Shams Ahmar, Bozanjani and Sanjaghi, 2013).

Also, in today's highly competitive world, productive human resources are considered the most important capital of the organization, which can cause changes and transformations in other organizational factors and provide basic results. If until the past decades, the superiority of a country was measured by the size of its human resources, modern weapons, a strong army, vast land or extensive underground resources and veto power in international forums, from now on, the power of a country depends on the quality of its human resources, especially its maintenance and productivity level. The productivity of human resources is not improved by chance, but the organizational and structural prerequisites needed for it must be provided and constantly taken into account by the organization (Vaazi and Vathoqi, 2019).

On the other hand, improving productivity is one of the most important solutions for economic and social development. Improving productivity can result in improving and improving processes, improving working relationships, improving individual and group behaviors, increasing work motivation, increasing the quality of life, increasing the level of well-being, increasing employment, and increasing the level of salaries and wages (due to the improvement of production and profit in the organization) (Ranani and Aliabadi, 2018).  

Many factors are effective in the development and growth of organizational productivity, but what is particularly important in organizational productivity is the existence of active human resources and how to maintain them. The existence of efficient and active human resources can greatly increase the productivity of the organization and improve the level of internal and external satisfaction with the organization (Wright and Glot [1], 2008).

1-2- Statement of the problem

Of course, the current world is the world of organizations and the custodians of these organizations are humans. Even with the growth of technology and organizations being equipped with these new technologies and turning them into a mass of hardware, the role of humans as a vital and strategic factor in the survival of the organization is clearly evident. Based on this, human resources are considered the most valuable resource of today's organizations; Because they shape organizational decisions, solve organizational issues and problems, and give objectivity to productivity (Kyani, 1377).

Productivity is always a result of a group of intervening variables that create ambiguity in it. Factors such as the low quality level of doing things, the inefficiency of the structure, the weakness of management systems, the lack of meritocracy in management (Abbaspour, 2014), the lack of suitable cultural platforms for the implementation of plans related to productivity, the job dissatisfaction of employees, the lack of job stability of managers and employees, the lack of trust between managers and employees, the lack of appropriate and up-to-date training in the field of productivity systems, the lack of a long-term perspective in management (Farab, 2014), the lack of clarity of missions Organization, the lack of work ethics in employees, the weakening of the employee participation system within the organization, the lack of quality in the management system and other reasons have turned productivity into a complex variable (Taleghani, Tanami, Farhani Zarinnegar, 2013).

Manpower and the development of knowledge and raising their skill level can be an effective factor in the survival and maintenance of the existence of the organization and always put the effectiveness and efficiency of the organization at a balanced level (Connell and Zinobia [2], 2009). In the meantime, it should be remembered that human resources, as much as they are the determining factor in maintaining the organization's existence and success, can also be problematic and make managers desperate to achieve the organization's goals. Today, the key role of human resources has caused a fierce competition between organizations to attract competent personnel, and managers with a macro view attach importance to the entry and exit of people and the consequences and costs of losing employees (Metas [3], 2006).  This issue causes organizations and institutions to seriously consider equipping a human resource maintenance system. 

Regarding the importance of the human resource maintenance system and the level of different productivity that occurs as a result of the level of equipment and handling of the maintenance system by organizations, Taheri (1378) states that in the current competitive world, productivity as a philosophy and perspective based on improvement strategy constitutes the most important goal of every organization and can include the activities of all sectors of society like a chain. So that Waziri (2008) believes 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. According to Wright, Perl and Jalat[4] (2008), this has caused the productivity and correct use of all production factors (both goods and services) to become a national priority in all countries, 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 (Alahvardi, Farahabadi and Sajjadi, 2019). human and productivity level changes in various organizations and institutions can indicate the relationship between these two factors. If in many researches, the relationship between the components of the maintenance system and its impact on organizational productivity have been examined separately, which can be referred to the researches of Wichian and Wang Vanish [5], 2009; Peterson, Warr and West [6], 2004;  Ellis and Dick [7], 2003; Alhordi, Farahabadi and Sajjadi, 2011; Mehrabian, Nasiripur, Fermanbar and Keshavarz Mohammadian, 2013; Taleghani, Tanami, Farhani and Zarinnegar, 1390; Nazim and Parsi, 1389; Rahmati, 2014; Maleki and Nabatchi, 2013 and Janalinejad, 2014.

With a strategic view of human resources, today's organizations consider it as a smart and valuable asset and pay more attention to improving the level of productivity and job satisfaction of employees. Organizational productivity requires the efforts of the organization's management to develop policies that protect human resources. Based on this, the optimal use of human resources relies on the development of human resources strategies and actions that are taken to protect the body, soul and human dignity of employees (Hatami; Mir Jafari and Mujahidi Jahormi, 2019).