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Investigating the relationship between the strategic management of human resources and the performance of manufacturing companies in Rasht city

Number of pages: 185 File Format: word File Code: 31228
Year: 2013 University Degree: Master's degree Category: Management
Tags/Keywords: Company performance - Human resource management - Organization performance - Performance of manufacturing companies - Strategic management - Strategic management of human resources
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  • Summary of Investigating the relationship between the strategic management of human resources and the performance of manufacturing companies in Rasht city

    Dissertation for Master's degree (M.A.)

    Field: Business Management

    Abstract

    Objectives: The purpose of this research is to examine the relationship between strategic human resources management and the management of manufacturing companies in Rasht. Methods: The statistical population of this research includes manufacturing companies in Gilan province located in Rasht city and by random sampling among them. 109 companies were selected. A questionnaire containing 22 questions was used to collect information in the field. Also, Pearson's correlation test was used with the help of SPSS 19 software to test the research hypotheses. Findings and results: The research findings indicate the existence of a positive relationship between the dimensions of human resource management and the management of manufacturing companies in Rasht city. Keywords: performance, strategic human resource management, manufacturing companies.

    1-1) Introduction

    Today, as a result of globalization, market liberalization and privatization, most business environments face major challenges to maintain their identity and continue their activities as efficient companies. For this reason, in most of the world's organizations, managers and organizational leaders are always seeking to upgrade and improve the performance of their organizations, because the performance of each company is the basis for the continued operation or closure of that company, in this way, identifying the factors affecting the performance of each production unit can help companies to improve their performance. This research seeks to investigate the impact of strategic human resource management on the performance of companies (Deshpande & Farley, 2004). Organizational performance has been of interest to both academic researchers and managers of executive departments since the last decades, because the final result is the use of tangible and intangible resources in organizations, although intangible resources are more important for organizations (etal., 2013 & Al-Dhaafri). Recent studies suggest the strategic management of human resources as a factor for increasing competitive advantage. And the employees also widely test their approach and process and their point of view with the strategic planning of the organization. Strategic management of human resources is a method for making decisions about the objectives and plans of the organization that are related to issues such as employment relations, recruitment, training, rewards, policies and methods of employee relations. Strategic management of human resources deals with the relationship between human resources management and strategic management in the company, and in addition to the development of capabilities, it also pays attention to human capital needs. In general, the strategic management of human resources pays attention to every major human issue that either affects the organization's strategic plan or is affected by it (Arabi, 2015). In the first chapter of the present research, the statement of the problem, the importance and necessity of the research, the theoretical framework of the research, the research hypotheses and the conceptual and operational definitions of the research variables are discussed in order to obtain an overview of the present research. In order to adapt to global changes and developments, they have to find new ways for their actions so that they can remain in the scene of domestic and global competition (Faizi, 2016). By examining the performance of Iranian companies, we can witness the fluctuating and controversial trend of growth and investment return rate over the decade, while experts believe that the potential of the companies in the Iranian market in terms of better performance is more than this (Yousefi, 2009). However, nowadays organizational performance and its management has become one of the interesting and interesting topics. This tendency has led to the emergence of many innovations both in research fields and in applied fields (V?ctor et al., 2008). Examining different views about performance shows that many variables can influence it. Despite the large volume of studies that have addressed the SHRM category since the late 1990s, there is no solid evidence about the ways of adopting and applying different types of human resource management strategies in Iran, and how it affects the performance of organizations and companies.Although in previous studies, the relationship between the use of SHRM and the performance of the organization has been reviewed in a limited number of organizations, but it has not yet been seen in the field of applied studies that describe the effect of some effective factors in the use of SHRM in private sectors, including manufacturing companies (Afje Wasmailzadeh, 2018). The main problem of the research is that the strategic management of human resources and the use of its main functions and emphasizing them as much as possible in a systematic and organized manner in any situation and for any type of company, of any size, in any industry and market, is useful and fruitful and leads to the strengthening of the company's performance, or the use of strategic management of human resources and its functions may not be appropriate in all situations, and sometimes the traditional mechanisms of human resource management have a better effect on the performance of the organization. In this regard, in order to satisfy similar needs in the manufacturing companies of Rasht city, this research was conducted to answer this question:

    Is there a relationship between the strategic management of human resources and the performance of manufacturing companies in Rasht city? The importance of performance and its evaluation is also important to find out the effective and related factors because by knowing the relationship between the amount and intensity of the factors affecting the performance, it is possible to improve the performance by changing and manipulating them and take steps towards the growth of the organization. In fact, evaluating the performance of companies and economic enterprises with similar activities and examining the results of their performance in a certain period, as well as identifying the variables influencing it, are important and strategic processes that, while determining the competitive position of the organization, play a significant role in continuous improvement and increasing the quality and effectiveness of company management decisions (Arasteh, 2011). In any case, institutions, organizations and companies, with any mission, mission, goals and vision they have, ultimately operate in a national or international territory and are required to respond to customers, owners, and stakeholders so that a company whose goal is profitability and customer satisfaction and an organization whose goal is the full and accurate implementation of legal duties and helping to research the goals of development and excellence of the country are accountable. Therefore, knowing the factors affecting the performance of an important strategic process is considered. Performance appraisal is critical to the success of any organization because it facilitates understanding of behavior, shapes it, and improves competitiveness. Also, identifying variables affecting performance and continuously improving performance through them can support the growth and development program and create opportunities for organizational excellence. Today, governments, organizations and institutions are putting a lot of effort into this.  Continuous improvement of performance will not be possible without examining and gaining awareness of the progress and achievement of goals and without identifying the challenges facing the organization and obtaining feedback and information on the implementation of formulated policies and identifying those that need serious improvement. Measuring the application of strategic human resource management methods in companies in Gilan province. 2. Measuring the performance of manufacturing companies in Gilan province.

    3. Investigating the relationship between the use of strategic human resource management methods and performance in manufacturing companies in Gilan province 1-5) The theoretical framework of the research The theoretical framework is the basis on which all the research is carried out. The theoretical framework is a logical, developed, described and complete network between variables that is provided through processes such as interview, observation and literature review of the subject (research background) (Khaki, 2017). The theoretical basis of the current research is the research conducted by Chang and Hong [1] in 2005 and its model is as follows:

    (Images and diagrams are available in the main file)

    1-6) Research hypotheses

    According to the research model, the research hypotheses are as follows:

    Main hypothesis: There is a relationship between the strategic management of human resources and the performance of manufacturing companies in Rasht city.

    First sub-hypothesis: There is a relationship between human resources measures in the field of service compensation and the performance of manufacturing companies in Rasht city.

    Second sub-hypothesis: There is a relationship between human resources measures in the field of recruitment and employment and the performance of manufacturing companies in Rasht city.

    Third sub-hypothesis: There is a relationship between human resources measures in the field of training and development of human resources and the performance of manufacturing companies in Rasht city.

  • Contents & References of Investigating the relationship between the strategic management of human resources and the performance of manufacturing companies in Rasht city

    List:

    Abstract 1

    Chapter 1: General research

    1-1) Introduction 3

    1-2) Statement of the problem 4

    1-3) Necessity and importance of research. 5

    1-4) research objectives. 6

    15) The theoretical framework of the research. 6

    1-6) research hypotheses. 8

    1-7) theoretical and operational definitions. 9

    1-8) research area. 10

    Chapter Two: Literature and Research Background

    Part One: Strategic Human Resource Management

    2-1-1) Introduction. 12

    2-1-2) Definition of human resource management. 12

    2-1-3) difficult aspects of human resource management. 13

    2-1-4) soft aspects of human resource management. 13

    2-1-5) History of human resource management. 14

    2-1-6) Objectives of human resource management. 15

    2-1-7) The main activities of human resources management. 16

    2-1-8) The main elements or components of the human resources management system based on a strategic approach. 22

    2-1-8-1) human resources supply and adjustment system. 23

    2-1-8-2) Human resources improvement system. 23

    2-1-8-3) Human resources maintenance system. 24

    2-1-8-4) Human resources application system. 25

    2-1-8-5) labor relations system. 26

    2-1-9) concepts and definitions of strategy. 26

    2-1-10) The reality of the strategy design process. 30

    2-1-11) Systematic approach to strategy design. 31

    2-1-12) Definition of strategic management. 32

    2-1-13) strategic management steps. 33

    2-1-14) Concept of strategic planning. 34

    2-1-15) characteristics of strategic planning. 37

    2-1-16) Advantages and limitations of strategic planning. 37

    2-1-17) Link between strategic planning and human resources. 39

    2-1-18) Definition of strategic management of human resources. 41

    2-1-19) Objectives of strategic management of human resources. 45

    2-1-20) The concept of strategic planning of human resources. 46

    2-1-21) Human resources strategic planning process with executive approach. 47

    2-1-22) strategic relations of human resources system. 52

    2-1-23) methods of designing human resource strategies. 53

    2-1-23-1) The universal method (the best method or the best method) 53

    2-1-23-2) The best coordination method (contingent method) 54

    2-1-23-3) The collection method (combined) 55

    2-1-24) The models of designing and formulating human resources strategy. 55

    2-1-24-1) Rational or logical models (based on the organization's strategy) 55

    2-1-24-2) Incremental or real models (based on special factors of human resources management) 56

    2-1-24-3) Integrated model of developing human resources strategy. 62

    2-1-25) strategic human resource management models. 64

    2-1-25-1) High commitment management model. 65

    2-1-25-2) High performance management model. 66

    2-1-25-3) High participation management model. 66

    2-1-25-4) 5P model of strategic human resources management. 67

    2-1-25-5) Wright and Snell model. 69

    2-1-25-6) New model, Hollenbeck, Gerhart and Wright. 71

    2-1-25-7) Shuler, Jackson and Storey. 72

    2-1-25-8) Melo's strategic human resources management. 74

    2-1-26) Human resource management models in the era of globalization. 76

    2-1-27) traditional human resource management versus strategic human resource management. 79

    2-1-28) processes and functions of strategic human resources management. 82

    2-1-29) The impact of human resource management on the performance of the organization. 82

    2-1-30) Relationship between business strategies and human resource management. 84

    Part Two: Organizational Performance

    2-2-1) Explaining the concept of performance. 86

    2-2-2) Definition of organizational performance. 87

    2-2-3) measuring organizational performance. 89

    2-2-4) Performance measurement approaches. 90

    2-2-5) criteria for measuring performance. 90

    2-2-6) Performance of companies from different perspectives. 91

    2-2-6-1) The performance of the company from the perspective of the customer market. 91

    2-2-6-2) Company performance from the point of view of factor markets. 92

    2-2-6-3) Company performance from the perspective of financial markets. 93

    2-2-7) The concept of organizational performance evaluation. 94

    2-2-8) The necessity of performance evaluation. 95

    2-2-9) Benefits of performance evaluation. 96

    2-2-10) Characteristics of a good performance measurement system. 96

    2-2-11) Objectives of evaluating organizational performance. 97

    2-2-12) organizational performance evaluation levels.98

    2-2-13) performance evaluation models. 98

    2-2-14) traditional and new perspectives in performance evaluation. 109

    2-2-15) performance management. 110

    2-2-16) performance management at the organizational level. 113

    2-3-1) Internal investigation. 115

    2-3-2) Foreign research. 116

    Chapter 3: Research implementation method

    3-1) Introduction. 119

    3-2) research method. 119

    3-3) Society and statistical sample. 120

    3-4) Data collection methods and tools 121

    3-5) Validity and reliability of measurement tools. 121

    3-6) Data analysis method 124

    Chapter four: Data analysis

    1-4) Introduction. 126

    4-2) Description of research variables. 127

    4-3) Checking the normality of research variables. 136

    4-4) Research hypothesis test. 136

    4-5) Ranking variable dimensions of strategic human resources management. 144

    Chapter Five: Conclusions and Suggestions

    5-1) Introduction. 146

    5-2) Results of descriptive statistics. 146

    5-3) Results of inferential statistics. 148

    5-4) Suggestions in line with the research results. 150

    5-5) Limitations and suggestions for future research. 151

    Sources and sources. 152

    Appendixes. 157

    Source:

    Azer, Adel. (2007) "Statistics and its application in management". Tehran: Samit Publications. pp. 183-210

    Azer, Adel and Maryam Daneshvar (2016), "Review of insurance branch performance evaluation methods", Insurance Industry Quarterly, 22nd year, number 2, pp.125-123.

    Arasteh, Mohammad (2016) "Explaining company performance using market orientation, innovation and competitive advantage in manufacturing companies in Gilan province" Master's Thesis, Department of Business Administration, University Rasht.

    Armstrong, Michael. Arabic and Yazidi translation. (1383) "Strategic management of human resources (practical guide)" Tehran: Cultural Research Office. pp. 26-18, 43-41, 106, 113

    Arabi, Mohammad and Morei, Mohammad Hadi. (1382). "Development of integrated model of human resources strategy formulation (case study of Mapna company)". Proceedings of the first human resource development conference. pp. 101-25

    Arabi, Seyyed Mohammad. (2015) "Strategic Human Resources Management". Tehran: Cultural Research Office. pp. 16-22, 31-28, 49, 50

    Avon, Hughes. Translated by Alwani, Khalili Shurini and Amarzadeh. (1385). "Modern public administration: a strategic approach, the course of thoughts, concepts and theories". Tehran: Marwarid Publications. pp. 220-205

    Iranzadeh Suleiman, Barqi Amir, (2008), Organizational Performance Evaluation Models, Farozesh Publications, p. 7

    Bamberger, Peter and Mosholem, Ilan. Translated by Ali Parsaiyan and Seyyed Mohammad Arabi (1381). "Compilation, implementation and effects of human resources strategy" Tehran: Cultural Research Office, pp. 11-13, 39, 79-64, 87-85, 90, 139

    Bazaz Jazayeri, Seyed Ahmad, (2007) "Human resource performance evaluation: a model for implementing the human resources performance evaluation system in organizations", second edition, Tehran, pp. 17-18.

    Bast, Ja N. Translation by Hassan Pasha Sharifi and Narges Ta Laqani. (1376). "Research methods in educational and behavioral sciences", Tehran: Roshd publications. pp. 160-142

    Haj Karimi, Abbas Ali and Rangriz, Hassan. (1379) 1379. "Human Resource Management". Tehran: Bazargani Printing and Publishing. p.16

    Hasanpour, Akbar. (2008) Investigating the relationship between human resource strategies and employee participation in Bank Mellat. Master's thesis. University of Tehran. The second chapter.

    Darwish, Majid. (1389), "Ranking of the top 100 companies in Iran", Tehran: Industrial Management Organization

    Dessler, Gary. Translated by Ali Parsaian and Seyyed Mohammad Arabi. (1378). "Fundamentals of Human Resource Management". Tehran: Cultural Research Office. p. 16

    Delavar, Ali (2016) Theoretical and practical foundations of research in humanities and social sciences. Tehran: Rushd Publications. pp. 403-416

    Rahimi, Ghafoor (1385), "Performance evaluation and continuous improvement of the organization", Tadbir magazine, number 173, page 3

    Rahnord, Faraj Elah (1387), "Effective factors on improving the performance of Iran's public sector organizations", Journal of Humanities and Social Sciences of Management, Year 8, Number 4 (series 31). pp. 100-76.

    Simons, Robert (2016), "Control and Performance Measurement Systems for Strategy Implementation", translated by Mojtaba Esadi, Asia Publications. pp. 251-255.

    Sadat, Esfandiar. (1390). "Human Resource Management". Tehran: Samit Publications, pp. 1-5

    Syed Javadin, Seyed Reza and Bigdalo, Ali.

Investigating the relationship between the strategic management of human resources and the performance of manufacturing companies in Rasht city
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