استراتژی پاداش برای سازمان‌های مشمول مدیریت خدمات کشوری بر اساس مدل هی‌گروپ و شاخص‌های کار شایسته و تحلیل ماتریس اهمیت - عملکرد (مطالعه موردی اداره کل تعاون کار و رفاه اجتماعی استان قم)

نوع مقاله : مطالعه موردی (مورد پژوهی)

نویسندگان

1 دانشجوی دکتری، مدیریت دولتی، گرایش منابع انسانی، دانشکده مدیریت و اقتصاد، دانشگاه لرستان، لرستان، ایران

2 گروه مدیریت، دانشکده مدیریت و اقتصاد، دانشگاه لرستان، لرستان، ایران

10.52547/jpap.2021.222000.1063

چکیده

هدف: هدف این پژوهش، تدوین استراتژی پاداش برای سازمان­‌های مشمول مدیریت خدمات کشوری است که بر اساس مدل هی­‌گروپ و شاخص‌­های کار شایسته انجام شده و به عنوان مطالعه موردی، اداره کل تعاون، کار و رفاه اجتماعی استان قم، در نظر گرفته شده است.
طراحی/ روش‌شناسی/ رویکرد: با مراجعه به مستندات و منابع کتابخانه‌­ای و اخذ نظر خبرگان، مولفه­‌های موثر بر پرداخت پاداش‌­های در اختیار سازمان و مدیریت در سطح خرد (درون‌سازمانی)، شناسایی شده است. سپس با مشارکت و مصاحبه با پنج خبره دانشگاهی سازمانی و استفاده از مدل تجزیه و تحلیل اهمیت- عملکرد، اهمیت هر مولفه مشخص شده است. در ادامه، برای سنجش ادراک کارکنان و عملکرد (وضعیت اجرایی فعلی) دستگاه، تعداد 15 نفر از کارکنان آن، انتخاب و نظرسنجی به عمل آمد.
یافته­‌های پژوهش: بعد از تجزیه و تحلیل طبق مدل IPA، یافته­‌های پژوهش نشان داد شکاف بین وضعیت مطلوب و وضعیت فعلی در نظام پرداخت پاداش، وجود دارد و مولفه­‌های عملکرد- شناخت، حمایت و گفتگوی اجتماعی، نیاز به تمرکز بیشتر و تقویت دارد. استمرار مولفه­‌های حقوق، مطلوب و لازم است ولی در استفاده از برخی از مولفه‌­های تعادل کار- زندگی و مزایا افراط شده و صرفه‌جویی در آن لازم است. علاوه بر این، مولفه فرصت­‌های پیشرفت در مورد پژوهش، اهمیت پایینی در تدوین استراتژی پاداش دارد.
محدودیت­‌ها و پیامدها: مطالعه حاضر، محدود به پاداش­‌های در اختیار مدیریت و سازمان­‌های دولتی می‌­شود. بنابراین کاربرد آن متوجه سطح خرد پاداش­‌های سازمان‌­های دولتی مشابه می­‌شود. پیشنهاد می­‌شود در مطالعات بعدی، با نمونه‌گیری وسیع‌­تر، انواع دیگر سازمان­‌ها از دیدگاه کلان هم مورد مطالعه قرار گیرد.
پیامدهای عملی: مدیران و پژوهشگران، می­‌توانند از نتایج این پژوهش، برای بررسی وضعیت سازمان خود و تدوین و بهبود استراتژی­‌های پاداش بهره‌مند شوند.
ابتکار یا ارزش مقاله: این پژوهش، با ارائه چارچوب ابتکاری و تلفیقی، راهنمای خوبی برای شناسایی شکاف و نقاط ضعف سیستمهای جبران خدمت و بهبود استراتژی­‌های پاداش تلقی می­شود و در این راستا، پیشنهادهایی در قالب ارائه پاداش­­‌های رابطه­‌ای و مبادله‌­ای موثرتر، ارائه داده است.
نوع مقاله: مطالعه موردی

کلیدواژه‌ها

عنوان مقاله [English]

Reward strategy for organizations involved in the management of civil services based on the Hay-Group Model and Decent Work indicators and Analysis of the Importance-Performance Matrix Case study (Cooporative Labour And Social Welfare)

نویسندگان [English]

  • ALI AKBAR OSTADIAN 1
  • Reza Sepahvand 2
1 PhD Candidate of Public Administration,, Faculty of Management and Economy, Lorestan University, Lorestan, Iran
2 Management Department, Faculty of Management and Economy, Lorestan University, Lorestan, Iran
چکیده [English]

Purpose: The aim of this research is to develop a reward program for governmental organizations based on the Hay Group and indicators of decent work carried out as a case study, the General Directorate of cooporative labour and social welfare of Qom, was considered .
Design /Methodology /Approach: By referring to library documents and resources and obtaining expert opinions, the effective components on the payment of bonuses to the organization and management at the micro level have been identified. Then, by participating and interviewing five organizational academics and using the importance - performance analysis model, the importance of each component was determined. In order to measure the performance (current executive status) of the studied executive body, 15 employees by Random sampling was selected and according to the question, a survey was conducted.
Findings: After analysis according to the model IPA The findings showed that there is a gap between the desired situation and the current situation in the reward payment system, and the components of performance - cognition, support and social dialogue, need more focus and strengthening. Continuity of salary components is desirable and necessary, but an exaggeration is seen in using some components of work - life balance and benefits and it is necessary to control it. In addition, the component of research opportunities has low importance in developing a reward strategy.
Limitations and Consequences: The present study is limited to the rewards for a governmental organization (case study), so its application addresses the micro level of rewards of similar government organizations. It is suggested that in future studies, with wider sampling, other types of organizations be studied from a macro perspective.
Practical Consequences: Managers and researchers can use the results of this research to review the status of their organization and develop and improve reward strategies.
Innovation or value of the article: This research, by providing an innovative and integrated frame work, is considered as a good guide to identify gaps and weaknesses in compensation systems and improve reward strategies, and in this regard, suggestions in the form of relationship rewards and more effective exchanges, provided .
Keywords: Reward, compensation system, civil service management law, hey group, decent work




Article Type: Case Study

کلیدواژه‌ها [English]

  • Reward
  • Compensation System
  • Civil Service Management Law
  • Hey Group
  • Decent Work

مراجع

  1. Abbasi, B. (2020). Identifying and Ranking of University Strategic Human Resources Management Criteria. Journal of Public Administration Perspective, 11(2), 127-147.(In Persian)
  2. Alnaqbi, W. (2011). The relationship between human resource practices and employee retention. Doctoral dissertation, Edith Cowan University, USA.
  3. Amin, F., Karami, F. (2015). Competency-Based Human Resource Management, Tehran: University of Tehran Press.
  4. Amiri, E., et al. (2005), Indicators of Decent Work. Tehran: Institute of Labor and Social Security.
  5. Armstrong, M. (2006). Organizational Commitment, 2nd edition, Translated by Mostafa Rabiee, Tehran: Farhang & Taavon Publishers.
  6. Armstrong, M., & Murlis, H. (2007). Reward Management: A handbook of remuneration strategy and practice. Kogan Page Publishers.
  7. Armstrong, M., Brown, D., & Reilly, P. (2010). Evidence-based Reward Management: Creating measurable business impact from your pay and reward practices. Kogan Page Publishers, London.
  8. Bahrami, M.A., Bidoki Seyyed, S., Shafie, M., Sharghi, F., & Bahariniya, S. (2017). Study of the relationship of nurses' perception from organizational justice and revenge behavior in Yazd teaching hospitals. Journal of Health Management, 3(7), 35-44.
  9. Bairi, J., Manohar, B. M., & Kundu, G. K. (2011). Knowledge retention in the IT service industry. Journal of System and Information Technology. 13(1), 43- 65.
  10. Barends, E., Rousseau, D. M., & Briner, R. B. (2014). Evidence-based Management: The Basic Principles. Amsterdam: Center for Evidence-Based Management.
  11. Benson, J., & Brown, M. (2007). Knowledge workers: what keeps them committed; what turns them away? Work, Employment and Society, 21(1), 121-141.
  12. Berger, L., & Berger, D. (2015). The Compensation Handbook: A State-of-the-art Guide to Compensation Strategy and Design. EPub and Kindle publication.
  13. Boyatzis, R. E. (2008). Competencies in the 21st century. Journal of Management Development, 27(1), 5-12.
  14. Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77-101.
  15. Chaeichi, A., & Airkeyvan, B. (2015). Check Individual and Organizational Factors Influencing the Retention of Employees in the Company Spreads Eagle, Master's thesis, Azad Yazd University.
  16. Clark, D. B. (2013). Employee Commitment and Other Factors That Affect Attraction and Retention of Employees in Organizations: The Examination of Research and OPM Practices. Doctoral dissertation of management. University of Maryland University College, USA.
  17. Clissett, P. (2008). Evaluating qualitative research. Orthopetic Nurses Journal, 12(2), 99-105.
  18. Council of Ministers (2019), Resolution on the implementation of measures related to the National Decent Work Document, Tehran: Official Gazette, No. 21617, dated 1398/3/12persian (2019)(In Persian)
  19. Creswell, J. W. (2002). Educational Research: Planning, Conduction and Evaluating Quantitative and Qualitative Research, Upper Saddle River. NJ: Pearson Education.
  20. Denis, C., & Michel, T. (2011). Between universality and contingency: An international study of compensation performance. International Journal of Manpower, 32(8), 856-878.
  21. Dorotic, M., Bijmolt, T. H. A., & Verhoef, P. C. (2012). Loyalty programmes: Current knowledge and research directions. International Journal of Management Reviews, 14(3), 217–237.
  22. Dupre, K. E., & Day, A. (2007). The effects of supportive management and job quality on the turnover intentions and health of military personnel. Human Resource Management, 46(2), 185-201.
  23. Fani, A., Danaeifard, H. (2020), Designing a Model of Compensation System for Knowledge Employees, Journal of Human Resource Management Research, Volume 4, Issue 4: 161-95.
    Ostadian, A. (2018), Labor Support and Unemployment Insurance, Qom: Ostadian Publishing. (In Persian)
  24. GHolipour, R., Amiri, A. (2013), Identifying the Factors Affecting the Retention of Knowledge Employees in Iran Petroleum Products Distribution Company, Journal of Organizational (In Persian)
  25. Han, S. S., Moon, S. J., & Yun, E. K. (2009). Empowerment, job satisfaction, and organizational commitment: Comparison of permanent and temporary nurses in Korea. Applied Nursing Research, 22(4), 15-20.
  26. Hellriegel, D. E., Slocum, J. W., Jackson, S. E., & Louw, L. (2012). Management: Fourth South African Edition, Oxford, UK: Oxford University Press.
  27. Henderson, I. R. (2006). Compensation management in a knowledge-based world. (10thedn.).
  28. Hosseini, A., Tabassami, A., Dadfar, Z. (1397). Investigating the performance of human resource management functions on organizational performance. Public Management Perspectives, 8 (29), 155-171.
  29. Islamic Consultative Assembly of Iran (2007), Civil Service Management Law approved in 2007, Tehran: Published by the Secretariat of the Islamic Consultative Assembly of Iran.(In Persian)
  30. Islamic Consultative Assembly of Iran (2020), Program and Budget Law of the whole country in 2020-2021, Tehran: Published by the Secretariat of the Islamic Consultative Assembly of Iran.(In Persian)
  31. Jacquart, P., & Armstrong, J. S. (2013). The Ombudsman: Are Top executives paid enough? An evidence-based review. Interfaces, 43(6), 580-589.
  32. Jang, D., & Mattila, A. S. (2005). An examination of restaurant loyalty programs: What kind of rewards do customers prefer? International Journal of Contemporary Hospitality Management, 17 (5), 402–408.
  33. Jeffrey, T. B., & Paul D. T. (2013). Managerial compensation: Luck, skill or labor markets? Original Research Article. Journal of Corporate Finance, 21(16), 252-268
  34. Kantor, R., & Kao, T. (2004). Total rewards: Clarifying the confusion and chaos. WorldatWork Journal, 13(3), 7-15.
  35. Kevin, C.K., Lam, P. B., & McGuinnessJoão, P. V. (2013). CEO gender, executive compensation and firm performance in Chinese-listed enterprises Original Research Article, Pacific-Basin Finance Journal, 21(1), 1136-1159.
  36. Lee, J., Tsang, N., & Pan, S. (2015). Examining the differential effects of social and economic rewards in a hotel loyalty program. International Journal of Hospitality Management, 49, 17-27.
  37. Long ,J ,Richard. (2013). Strategic Compensation in Canada, University of Saskatchewan.
  38. Lucy, F. (2004). How can managers reduce employee intention to quit? Journal of Managerial Psychology, 19(2), 170-187.
  39. Maier, R. (2005). Modeling knowledge work for the design of knowledge infrastructures. Journal of Universal Computer Science, 11(4), 429-451.
  40. March, J.G., & Simon H.A. (1958). Organizations. New York: John Wiley & Sons.
  41. McCall, M., & McMahon, D. (2016). Customer loyalty program management: What matters to the customer? Cornell Hospitality Quarterly, 57(1), 111–115.
  42. Ministry of Economy and Finance (2020), Accrual Accounting Circular in the Public Sector, Tehran: Published by the General Office of Account Consolidation and Concentration.(In Persian)
  43. Mohammadian, B. (2021), Human Resources textbook in He Group model, Tehran: University of Tehran.(In Persian)
  44. Nazarpour, A. (2020), Quantitative Model Analysis Textbook in Management, Khorramabad: Lorestan University.(In Persian)
  45. Nelson, K., & McCann, J. E. (2010). Designing for knowledge worker retention & organization performance. Journal of Management and Marketing Research, 3(1), 24-34.
  46. Ozgur, O., & Murat, K. A. (2013). Does risk matter in CEO compensation contracting? Evidence from US restaurant industry Original Research Article. International Journal of Hospitality Management, 34(41), 372-383.
  47. Park, S., Chung, N., & Woo, S. (2013). Do reward programs build loyalty to restaurants? The moderating effect of long-term orientation on the timing and type of rewards. Managing Service Quality, 23 (3), 225-244.
  48. Rasouli, Reza and Rashidi, Mehdi (2015), Designing and Explaining the Model of Maintenance of Basic Knowledge Staff, Quarterly Journal of Human Resources Management Research, Imam Hossein University, Volume 7, Number 1: 39-55.
  49. Robbins, S. (2008). Essentials of Organizational Behavior, 8th Edition, New York: Prentice Hall.
  50. Rousseau, D. M., & Barends, E. G. (2011). Becoming an evidence‐based HR practitioner. Human Resource Management Journal, 21(3), 221-235.
  51. Schweitzer, D., Chianello, T., & Kothari, B. (2013). Compensation in social work: Critical for satisfaction and a sustainable profession. Administration in Social Work, 37(2), 147-157.
  52. Scott, D., McMullen, T., Sperling, R. S., & Bowbin, B. (2007). Reward programs: What works and what needs to be improved. WorldatWork Journal, 16(3), 6-21.
  53. Sepahvand, R. (2021), textbook of salary strategies, Khorramabad: Lorestan University.(In Persian)
  54. Seyed Javadin, Seyed Reza; Puroli, Behrooz; Jamali Pouya, Elham (2015), Service Compensation Management, Tehran: Mehraban Publishing.
  55. Stypinska, J., & Turek, K. (2017). Hard and soft age discrimination: the dual nature of workplace discrimination. European Journal of Ageing, 14(1), 49-61.
  56. Sung, S. K. (2012). Symmetry in the sensitivity of executive bonus compensation to earnings and returns in high-technology. International Finance Review, 13,127-172.
  57. Tanford, S., & Montgomery, R. (2015). Developing loyalty programs for convention attendees: An exploratory study. International Journal of Hospitality & Tourism Administration, 16(1), 57-77.
  58. Tanford, S., Hwang, E., & Baloglu, S. (2018). Evaluation of reward programs based on member preferences and perceptions of fairness. Journal of Hospitality Marketing & Management, 27(1), 106-126.
  59. Tanford, S., Shoemaker, S., & Dinca, A. (2016). Back to the future: Progress and trends in hotel loyalty marketing. International Journal of Contemporary Hospitality Management, 28(9), 1937–1967.
  60. Teymouri, Hadi; Shahin, Arash; Shaemi Barzaki, Ali and arimi, Abdullah (2018), Model of compensation system for meritorious services of employees, Quarterly Journal of Improvement and Transformation Management Studies, Volume 22, Issue 35.(In Persian)
  61. (2015). The Worldatwork Handbook of Compensation, Benefits and Total Rewards: A comprehensive guide for HR professionals. Hoboken, New Jersey: Wiley.
  62. Xie, L., & Chen, C. (2014). Hotel loyalty programs: How valuable is valuable enough? International Journal of Contemporary Hospitality Management, 26(1), 107–129.
  63. Yan, W. (2014). Exploring the Design of Compensation Management System in ICBC. International Journal of Business and Social Science, 5(13), 253-262.

فایل ها

اشتراک گذاری

ارجاع به این مقاله

آمار