طراحی الگوی باز آفرینی شغلی براساس مدل یابی ساختاری تفسیری (مقاله علمی وزارت علوم)
درجه علمی: نشریه علمی (وزارت علوم)
آرشیو
چکیده
بازآفرینی شغلی مفهوم ساختارشکنانه ای است که دیدگاه سنتی دانش منابع انسانی را درخصوص طراحی شغل درنوردیده که در آن کارکنان نقش فعالی در نحوه و دگرگون سازی شغل خود دارند . هدف پژوهش حاضر، طراحی الگوی ساختاری تفسیری بازآفرینی شغلی می باشد. پس از شناسایی پیشایندهای بازآفرینی شغلی و گنجاندن آن ها در پرسش نامه ی نیمه بسته، پرسش نامه میان 18 نفر از رؤسای واحدها و کارشناسان خبره شرکت ملی نفت استان کرمان توزیع شد که با استفاده از نمونه گیری های مفهومی و گلوله برفی شناسایی شدند. نتایج داده ها، از طریق نرم افزار متلب 9 و میک مک 2 مورد بررسی قرار گرفت. در نهایت، 16متغیر در 8 سطح، شامل جهت گیری کارآفرینانه، خودکارآمدی و مهارت اجتماعی، اشتیاق شغلی، استقلال شغلی، امنیت شغلی و هویت سازمانی، جایگاه شغل و حمایت سازمانی ادراک شده، سرمایه روان شناختی، رهبری تحول آفرین، رهبری خدمتگزار، رهبری کارمندمدار، رهبری توانمندساز، رهبری دو سو توان، شخصیت پویا، به عنوان پیشایندهای بازآفرینی شغلی شناسایی شد.Designing a Job Crafting Model Based on Interpretive Structural Modeling
Extended Job crafting is a deconstructive concept that transcends the traditional view of human resource knowledge about job design. It is process through which employees play an active role in how their work is transformed. The objective of the present study is to design an interpretive structural model of job crafting. After identifying the preconditions for job crafting and including them in the semi-closed questionnaire, the questionnaire was distributed among 18 heads of units and experts of the National Oil Company of Kerman Province who were identified through conceptual sampling and snowballs. The data were analyzed through MATLAB 9 and Mick Mac 2 software. Finally, 16 variables at 8 levels, including entrepreneurial orientation, self-efficacy and social skills, job motivation, job independence, job security and organizational identity, job position and perceived organizational support, psychological capital, transformational leadership, servant leadership, employee leadership, leadership empowerment, two-way leadership, dynamic personality, were identified as preconditions for job crafting. Introduction In the recent past, a person's relationship with his job was analyzed based on job design theories. The prevailing perception is that employees perform their duties according to the managers' definition of the job, and employees in similar jobs perform their duties in the same way and do not play an active role in how their jobs are transformed. So far, no complete research has been done on the preconditions of job crafting and how it is formed in the employees of the organizations. Case study National Company for Distribution of Petroleum Products in Kerman Province Materials and Methods This research is applied in terms of research orientation, descriptive in terms of purpose, and mixed in terms of research philosophy. To select the team of experts—since the purpose of generalizing the results was not mentioned—purposeful sampling method was used. The criteria for selecting experts were theoretical mastery, practical experience, willingness and ability to participate in research and access. Considering these criteria and also achieving theoretical saturation in the data coding process, eventually the number of experts with whose cooperation the research process was conducted, reached 18 people. Data collection was obtained through library studies, review of documents, in-depth interviews and questionnaires. The data were also analyzed by MATLAB 9 software and Mick Mac 2 analysis Discussion and Results In this study, 8 levels were introduced as preconditions for job crafting: the first level of entrepreneurial orientation, the second level of self-efficacy and social skills, the third level of job enthusiasm, the fourth level of job independence, job security and organizational identity, the fifth level of job position and organizational support Perceived, the sixth level of psychological capital, the seventh level of transformational leadership, servant leadership, employee-centered leadership, empowered leadership and mutual leadership, the eighth level of dynamic personality were identified as the preconditions of job crafting. Based on the research results, job creation preconditions are divided into individual and organizational factors and job factors and form demand. Motivations such as improving job performance, improving skills, as well as adapting work to other aspects of life, seem to be much more real and related to performance, and are more important than the psychological motivation found in previous research. Another important personality finding is that job characteristics and work environment play an important role in job crafting. In other words, job crafting is not only due to personal desire to improve one's job, sometimes unfavorable working conditions such as conflict, role overload and ... causes a person to have a job crafting, which is stated that the mismatch between the job and the employee causes the job crafting. In this study, like other studies that refer to organizational and contextual factors affecting job crafting, motivational and psychological drivers and organizational factors affecting job crafting are mentioned. In addition, these organizational and contextual factors are considered as the most important prerequisite for employees' active behavior for job crafting. Because these conditions and organizational factors can be the most important motivation for employees to monitor their surroundings and find job crafting opportunities. A very important achievement of the present study, which can be a breakthrough in the process of job recruitment analysis, is to pay attention to the individual and personality traits of individuals in the job recruitment process, which can help us understand why the results of job crafting in some Positive cases and in some cases negative. If reinforcing personality factors such as social skills, self-efficacy are consistent with job crafting, job crafting will have positive results, and if inhibitory personality factors such as weak personal abilities are associated with the job crafting process, job crafting will not have positive results. Conclusion In this study, 16 variables in 8 levels, including the first level: entrepreneurial orientation, the second level: self-efficacy and social skills, the third level: job motivation, the fourth level: job independence, job security and organizational identity, the fifth level: job position and perceived organizational support, Level 6: Psychological Capital, Level 7: Transformational Leadership, Servant Leadership, Employee Leadership, Empowering Leadership, Two-Powerful Leadership Level 8: Dynamic personality were identified as a precondition for job crafting and then the final model was drawn.
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