چشم انداز مدیریت دولتی

طراحی الگوی مدیریت پارادوکس‌های بیرونی منابع انسانی (مطالعه موردی: نیروی هوایی ارتش جمهوری اسلامی ایران)

نوع مقاله : پژوهشی (با رویکردهای آمیخته)

نویسندگان

1 دکتری، مدیریت، گرایش منابع انسانی، پژوهشگر مرکز مطالعات راهبردی ارتش

2 دانشیار گروه مدیریت بازرگانی دانشکده اقتصاد مدیریت و علوم اداری، دانشگاه سمنان، سمنان ایران.

3 دانشیار، گروه مدیریت دولتی، دانشکده مدیریت، دانشگاه هوایی شهید ستاری، تهران، ایران

چکیده

هدف: هدف از این پژوهش، طراحی الگوی مدیریت پارادوکس­های منابع انسانی به منظور هماهنگی حوزه فرایندهای منابع انسانی است.
رویکرد: تحقیق پیش­روی بر حسب هدف، توصیفی-تبیینی؛ و برمبنای نتیجه، کاربردی و برحسب داده (آمیخته) می­باشد. جامعه آماری تحقیق، نیروی هوایی ارتش جمهوری اسلامی ایران است و پارادوکس­های بیرونی منابع انسانی به منظور تبیین هماهنگی در شرح وظایف محوله، تجزیه و تحلیل گردید. پس از مشخص شدن سؤال اصلی پژوهش، تلاش برای بررسی ادبیات پژوهش آغاز شد. و ضمن شکل­گیری چارچوب الگوی مفهومی پژوهش، با انجام مصاحبه‌های اکتشافی با ۴ نفر از صاحب‌نظران، الگوی اولیه تأیید و در نهایت به‌منظور توسعه و آزمون الگوی طراحی‌شده، با استفاده از روش دلفی در سه مرحله، فرایند تحقیق پیگیری شد. انتخاب نمونه­ها به صورت هدفمند و به‌ روش گلوله برفی از خبرگان و کارشناسان منابع انسانی انتخاب گردید.
یافته‌ها: طبق الگوی اولیه پژوهش، تعداد 20 پارادوکس بیرونی شناسایی گردید که در نهایت پس از حذف و اضافات و اصلاح، تعداد 21 مورد پارادوکس بیرونی تأیید شدند که 10 مورد از پارادوکس­ها از طریق راهبرد ترکیب، 2 مورد از طریق راهبرد تفکیک زمانی، 2 مورد از طریق راهبرد پذیرش، 7 مورد از طریق راهبرد تفکیک فضایی و 3 مورد نیز توسط دو راهبرد به صورت همزمان قابل مدیریت هستند.
محدودیت‌ها و پیامدها: مهم­ترین محدودیت در تحقیق پیش­روی عدم وجود تحقیقات کاربردی در حوزه پارادوکس­های منابع انسانی است. ضمن اینکه نزدیک بودن مفاهیم تعارض، معما با پارادوکس، نیازمند تشریح و تکرار مفاهیم فلسفی در برگزاری هر دور از پنل دلفی داشته است.
پیامدهای عملی: برابر یافته­های تحقیق، حل و فصل پارادوکس­های منابع انسانی و مدیریت آنها
منجر به پایداری منابع انسانی و هماهنگی درونی و بیرونی خواهد شد.
ارزش مقاله: مقاله حاضر منتج به شناخت پارادوکس­های بیرونی منابع انسانی در نیروی هوایی شده که این موضوع منجربه گفتمان سازی و بهبود شرایط مدیریت پارادوکس­ها از طریق استراتژی­های تدافعی و تعمیم نتایج آن در سایر سازمان­ها می­شود.

کلیدواژه‌ها

عنوان مقاله [English]

Explain horizontal coordination through the Human Resource Management Paradox Model

نویسندگان [English]

  • kazem jafari 1
  • Hossein Damghanian 2
  • Naser Asgary 3

1 PHD in HRM, The Center for Army Strategic Studies.

2 Associate Professor, Department of Commerce, Faculty of Economics, Management and Administrative Sciences, Semnan University, Semnan, Iran.

3 Associate Prof., Department of Public Administration, Faculty of Management, Shahid Sattari Aeronautical University of Science and Technology, Tehran, Iran.

چکیده [English]

Objective: The purpose of this study is to design a model for managing HR paradoxes in order to coordinate the HR processes.
Approach: The present research is based on purpose, descriptive-explanatory and, based on the result, applied and in terms of quantitative-qualitative (mixed) data. The statistical population of the study is the Islamic Republic of Iran Air Force and the external paradoxes of human resources were analyzed to explain coordination in the description of assigned tasks. After identifying the main research question, an attempt was made to examine the research literature. The conceptual model framework was developed and exploratory interviews were conducted with 4 experts to confirm the initial pattern ratio and finally the research process was followed using Delphi method in three stages to develop and test the designed model.The samples were selected purposefully and by snowball method from experts and human resources experts.
Results: According to the initial model of the study, 20 outer paradoxes were identified which were finally confirmed after deletions and additions and correction of 21 outer paradoxes, 10 paradoxes through the Synthesis strategy, 2 through the Temporal differentiation strategy, 2 through the Accept (Working through) strategy, 7 through the Spatial differentiation strategy, and 3 through the two strategies can be managed simultaneously.
Constraints and Consequences: The most important limitation of the present study is the lack of applied research in the field of HR paradoxes. In addition, the proximity of the concepts of conflict, dilemma and paradox, and repeated need to explain the philosophical concepts has been holding each round of the Delphi panel.
Practical implications: According to the research findings, resolving the human resource paradoxes and managing them will lead to human resource sustainability and internal and external coordination.
Article Value: The present paper has led to an understanding of the external paradoxes of human resources in the Air Force, which leads to the discourse and improvement of paradox management conditions through defensive strategies and the generalization of its results to other organizations.

کلیدواژه‌ها [English]

  • Coordination
  • External Human Resource Paradoxes
  • Paradox Management Model
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چشم انداز مدیریت دولتی
دوره 11، شماره 4 - شماره پیاپی 44
1399
صفحه 59-88