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  3. Investigating the relationship between the style of knowledge leadership and the level of application of the human resource information system in the executive bodies of Kerman

Investigating the relationship between the style of knowledge leadership and the level of application of the human resource information system in the executive bodies of Kerman

Number of pages: 215 File Format: word File Code: 31222
Year: 2013 University Degree: Master's degree Category: Management
Tags/Keywords: executive bodies - Human resource management - Human resources - Human resources information system - Information system - Knowledgeable leadership style - Management of information systems - Public administration - Scientific leadership - Strategic management
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  • Summary of Investigating the relationship between the style of knowledge leadership and the level of application of the human resource information system in the executive bodies of Kerman

    ) M.A. Thesis for obtaining a master's degree (

    Field: Public Administration

    Trend: Information Systems Management

     

    Abstract

    The purpose of this research is to investigate the relationship between knowledge leadership style and the level of application of human resources information system in executive bodies of Kerman city in 2013. The statistical population of this The research consists of 174 managers and deputies using the Cochran formula of 120 people in 60 executive units. This research is one of the applied researches in terms of its nature and method. The measurement tool is the "knowledge leadership style" questionnaire and the "human resource information system measurement" questionnaire. The reliability of the human resource information system questionnaire is 93 percent, the reliability of the knowledge leadership style is 89 percent, and the reliability of the human resource information system is 94 percent. To test the hypotheses, the Kendall and Spearman correlation coefficients were used through SPSS software. According to the obtained results, it is clear that there is a positive and significant relationship between the knowledge leadership style and the level of application of the human resource information system. There is a correlation between knowledge leadership style and the level of application of human resources information system with the presence of moderating variables (age, gender, marital status, level of education and work experience). Therefore, it is suggested that managers and vice-presidents of organizations use the human resources information system in performing their work. Key words: leadership, knowledge leadership style, information system, human resources information system. The arrival of new technology has created high capabilities in today's life. These capabilities have been to such an extent that since then they are called as a revolution in human life today (Soryaei et al., 2013: 2).

    Information system is a system that finds data from different units and produces information and provides relevant, timely, accurate and sophisticated information to different levels of managers for optimal decision-making (Mir Ahmadi, 1377:15).

    Human resource management information system. It is able to be used as a very valuable tool by producing, organizing, maintaining and distributing human resources information to the managers of the organization at different levels of decision-making (Alavi, 1385:1).

    Leadership is influencing and influencing people (Amirkabiri, 1384:104).

    Leadership does not include the use of coercion and force, and a manager who resorts to force to direct the activities of his subordinates is not exercising leadership. (Qalipour Soleimani, 1380: 54).

    The determination of society is guided by the country's management system, and leadership is one of the important roles of management. In management, the term leadership means influencing and influencing the behavior of subordinates to guide them in fulfilling their organizational duties. In order to fulfill his leadership duties, the manager communicates with his subordinates, supervises them, creates motivation for work and activity in them, resolves their differences and, if necessary, brings about changes in their working conditions. Therefore, these efforts are aimed at achieving the needs and goals of the organization and its members. Therefore, leadership in management is important.

    In this chapter, an attempt has been made to address the issue, the importance and objectives of research, definitions and concepts around terms, and research variables.

    1-1-Research title

    Investigation of the relationship between knowledge leadership style and the level of application of human resource information system in executive bodies of Kerman city

    1-2- Statement of the problem

    One of the important tools in the human resource management system, especially in large organizations, is the "human resource management information system". This information system is able to provide the necessary information for the decision-making of the middle managers and senior managers of the organization in relation to the management of the human resources of the organization by using databases related to the human resources of the organization (Tareghi and Esmaili, 2016: 45).

    In a systemic view, it can be said that this information system can be considered as a "sub-system" in the organization's management information system, and as a system itself, it includes inputs from data related to human resources and outputs that are used for planning necessary at different levels of the organization's management (Alavi, 1379: 36). They are under pressure to the strategic goals of the organization. In this way, human resource management should be faster, more accurate and more efficient than before. On the other hand, the growth of the dimensions and operations of the organization, as well as the lack of centralization, and the distribution of traditional human resource management tasks among operational managers, have made it impossible to achieve the above demands without having the right tools. Traditional methods are no longer able to respond to these growing demands. Therefore, in order to fulfill the above demands, human resource information systems have become a basic tool in the service of managers (Lawden[1], translation by Rezaizadeh, 1387: 27).

    Today, one of the problems is the lack of application of the appropriate information system. Management information systems have the ability to process information in the fields of demographics, education, employment, as well as factors affecting labor supply and demand, which will ultimately be of great use in manpower planning. By having the required information through forward-looking management, managers can prepare to face current and future problems before the onset of any crisis (Kiani, 1388:1).

    If not long ago, knowledge management was an interesting topic in thought centers, now the talk of knowledge leadership has come up and has attracted the attention of thinkers active in the fields of management and information. Of course, these two topics are not separate from each other and they overlap in many topics. Knowledge leadership indicates a significant change in the challenges faced by managers in recent years (Bratton [2], 2000: 89).

    One of the important tasks of management is leadership. The first task of leadership is to express vision and values ??in an organization. Leadership in the concept of its organization is not a separate and independent part of project management, but is considered one of its major and main tasks (Alwani, 1374: 138).

    The need of society for leaders and their performance is obvious. The influence of effective leaders is clearly shown many times on a national scale in the history of each country and on a local scale in the past of any organization, the organization without effective leadership faces a problem. From here, the importance of good leadership has always been desired (Fidler [3], Farsi translation, 1372: 9).

    No doubt, knowledge leaders are a new form of organizational managers. These managers do not fit into conventional organizational charts. This category of managers is often found at the points of connection within organizations and right on the border of sharing departments and organizational units. The command and control positions of the organization are usually not devoid of this type of managers (Carlsen and Kein [4], 1979: 36).

    Providing a definition for the knowledge leader requires accepting and having a realistic understanding of this title. It also requires that an educated person, when hearing this term, considers the responsibilities of knowledge management focused on the development of knowledge management functions and solutions (Bass [5], 1990: 19). The analysis of knowledge leadership showed that the dimensions of knowledge leadership are (Vitala [6], 2004: 528): Guidance for learning, creating an atmosphere to help learning. Support the learning process at the group and individual level. The main tasks and the main role of a leader is as a facilitator of learning in his unit. In addition, the dimensions of knowledge leadership can be considered as the main goals in guiding the activities of a leader (Tapsel[7], 1999: 20).

    Knowledge leadership is defined as a process in which another person supports group members in the learning process needed to achieve group or organizational goals (Stagdale[8] , 1974: 9).

    Human resources is the most valuable and important asset of an organization. Human resources should be considered as the most important capital of an organization, which plays a key and important role in the achievement of the organization's goals (Bahrani and Sukhkian, 2008).

  • Contents & References of Investigating the relationship between the style of knowledge leadership and the level of application of the human resource information system in the executive bodies of Kerman

    List:

    Abstract. 1

    Chapter One (problem design)

    Introduction. 3

    1-1 Title of the research. 4

    1-2 statement of the problem. 4

    1-3 The importance and necessity of research. 6

    1-4 research objectives. 12

    1 -4-1 Research objectives. 12

    1-4-2 research objectives. 12

    1-5 research scope. 12

             1-5-1 The spatial territory of the research. 12

             1-5-2 Time domain of research. 12

             1-5-3 Subject area of ??research. 12

    1-6 definitions of words, concepts and variables. 13

    1-6-1 Theoretical definitions of words. 13

    1-6-2 operational definitions of words. 14

    1-7 types of variables. 15

    1-7-1 predictor variable. 15

    1-7-2 variable criterion or goal. 15

    Summary. 16

    Chapter Two (overview of the subject literature)

    Introduction 18

    2-1 Part One: Knowledgeable leadership style 19

    2-1-1 Concepts and definitions of leadership 19

    2-1-2 Definitions of leadership. 19 2-1-3 Difference between leadership and management 21 2-1-4 Characteristics of leadership 23 2-1-5 Types of leadership 24 2-1-5-1 Social leaders 24 2-1-5-2 Thought leaders (ideologues and philosophers) 24

          2-1-5-3 administrative leaders. 24

          2-1-5-4 direct leaders 24

         2-1-5-5 indirect leaders 24

         2-1-5-6 aspiring leaders 24

         2-1-5-7 political leaders. 25 2-1-5-8 scientific leaders 25 2-1-5-9 democratic leaders 25 2-1-5-10 self-appointed leaders 25 2-1-5-11 patriarchal leaders 25 2-1-5-12 religious leaders. 25

    2-1-6 leadership duties 25

    2-1-7 leadership skills. 28

             2-1-7-1 first category 28

              2-1-7-2 second category 28

    2-1-8 leadership theories and schools 29

       2-1-8-1 theories of personal characteristics or personal characteristics of leadership 29

           2-1-8-2 behavioral (attitudinal) theories 30

    2-1-9 research University of Iowa 31

    2-1-10 Leadership studies at the University of Michigan 32

    2-1-11 Ohio State University leadership research 33

    2-1-12 Management network or management style meter network. 33

    2-1-13 Likert leadership styles 35

    2-1-14 Scandinavian research 38

    2-1-15 group dynamics studies 38

    2-1-16 Contingent or situational theories 39

    2-1-17 Tannium and Schmidt's leadership continuum theory. 39

    2-1-18 Fiedler's contingent leadership theory 41

    2-1-19 evaluation of Fiedler's model 42

    2-1-20 path-goal leadership theory. 43

    2-1-21 evaluation of path-goal model 46

    2-1-22 situation-based leadership theory. 47

    2-1-23 leadership effectiveness model and theory 49

    2-1-24 Stinson-Johnson model 50

    2-1-25 theory based on the exchange of opinion between the leader and members 51

    2-1-26 normative model of leadership. 52

    2-1-27 Theory of task or activity-focused leader. 54

    2-1-28 New leadership theories. 55

    2-1-29 Theory of leadership successors. 55

    2-1-30 Theory of leadership documents. 56

    2-1-31 theory of practical and creative leadership (Bass) 58

    2-1-32 theory of leadership skill (Boyd) 58

    2-1-33 theory of authoritative power (House) 59

    2-1-34 theory of wise leadership 59

    2-1-35 theory of compromise and reaction. 61

    2-1-36 vertical 2-person communication theory (VDL) 62

    2-1-37 team leadership theory 62

    2-1-38 transformational leadership theory 63

    2-1-39 characteristics of transformational leaders 64

    2-1-40 knowledge leadership style theory 64

    2-1-40-1 Who is a knowledge leader? ? 64

           2-1-40-2 types of knowledge leaders 66

    2-1-41 principles of successful leadership 71

    2-2 part two: human resources information system 74

    2-2-1 management information system 74

    2-2-2 advanced information technology 75

    2-2-3 application of advanced technology 77

                2-2-3-1 More participation in decision-making 77

                2-2-3-2 Increasing speed in decision-making 77

               2-2-3-3 Increasing speed in identifying issues 78

         2-2-4 Planning of the organization  78

               2-2-4-1 Reducing the height of the organization pyramid 61

    2-1-36 vertical 2-person communication theory (VDL) 62

    2-1-37 team leadership theory 62

    2-1-38 transformational leadership theory 63

    2-1-39 characteristics of transformational leaders 64

    2-1-40 knowledge leadership style theory 64

    2-1-40-1 Who is a knowledge leader? ? 64

           2-1-40-2 types of knowledge leaders 66

    2-1-41 principles of successful leadership 71

    2-2 part two: human resources information system 74

    2-2-1 management information system 74

    2-2-2 advanced information technology 75

    2-2-3 application of advanced technology 77

    2-2-3-1 More participation in decision-making 77 2-2-3-2 Increasing speed in decision-making 77 2-2-3-3 Increasing speed in identifying problems 78 2-2-4 Organizational planning 78 2-2-4-1 Reducing the height of the organization pyramid 78 2-2-4-2 Focus or more lack of concentration 78 2-2-4-3 improvement of coordination 79 2-2-4-4 more detailed description of tasks 79 2-2-4-5 increase of specialized staff 79 2-2-5 benefits of using management information systems 80 2-2-5-1 direct benefits 80

             2-2-5-2 Indirect benefits 81

    2-2-6 Definition of human resources information system 81

    2-2-7 main components of human resources information system. 85 2-2-8 Human Resources Information System Tackle Process 86 2-2-9 Main Steps of Human Resources Information System Preparation 86 2-2-10 Features of Human Resources Information System 91 2-2-11 Dimensions of Human Resources Information Systems 92 2-2-11-1 Organizational Analysis 92 2-2-11-2 data bank 92

    2-2-11-3 information management 94

    2-2-11-3-1 information required for internal human resources analysis 97

    2-2-11-3-2 information required for environmental analysis 97

    2-2-11-4 system view 98

    2-2-12 The role and importance of the human resources management information system in the organization 100

    2-2-13 Other advantages of the human resources information system include the following 101

    2-2-13-1 Helping the decision-making process 101

    2-2-13-2 Facilitating and optimizing monitoring and control 102

    2-2-13-3 Facilitating the human resources management process 103 2-2-13-4 unity of action 102 2-2-13-5 economy and productivity 102 2-2-13-6 decentralization 103 2-2-14 problems and obstacles in the use of human resources information system 103 2-3 part three: review of research done inside and abroad 105 2-3-1 Review of research conducted on the variable of human resources information system inside the country 105 2-3-2 Review of research conducted on the variable of human resource information system abroad 2 3-3 Review of research conducted on the variable of knowledge leadership style within the country 2 3-4 Review of research conducted on The variable of academic leadership style abroad 107

    2-4 Part IV: Examining the theoretical framework, conceptual model, analytical model and research assumptions. 108

    2-4-1 theoretical framework of the research. 108

    2-4-2 conceptual model of research. 109

    2-4-3 Analytical model of research. 110

    2 4-4 research assumptions. 112

    Summary 113

    The third chapter (research method)

    Introduction 115

    3-1 Research method. 115

    3-2-Research process. 116

    3-3 Statistical society. 117

    3-4 sample size and sampling method. 117

    3-4-1 sample size 117

    3-4-2 sampling method 117

    3-5 data collection tools 118

    3-6 validity and reliability of measurement tools. 119

    3-7 data collection method 120

    3-8 data analysis method 120

    Summary 121

    Chapter 4 (Data analysis)

    Introduction 123

    4-1 Description of subjects' individual characteristics (examination of general characteristics) 123

         4-1-1 Subjects' gender status 123 4-1-2 Subjects' marital status 124 4-1-3 Subjects' education status 125 4-1-4 Subjects' service history 126 4-1-5 Frequency distribution of subjects' age status 127 4-2 Status of research variables. 128

          4-2-1 variable status of knowledge leadership style 128

          4-2-2 status of variable components of knowledge leadership style. 129

               4-2-2-1 The state of the learning tendency component. 129

               4-2-2-2 The status of the component of the supportive atmosphere of learning. 130

               4-2-2-3 status of the component supporting the individual and group learning process 131

    4-2-3 variable score of knowledge leadership style and its components 132

    4-2-4 study of variable distribution of knowledge leadership style and its components 134

    4-2-5 status of the variable using human resources information system 135

    4-2-6 status Variable components of human resource information system application.

Investigating the relationship between the style of knowledge leadership and the level of application of the human resource information system in the executive bodies of Kerman
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