پروانه گلرد

Though financial services outsourcing has been increasing during the last decades, most outsourcing projects have failed due to qualitative criteria used in decision-making as well as being unaware of differences in environmental circumstances. This study aims at designing a model of deciding on outsourcing in state banks. The data of this applied, developmental research was collected, using descriptive-survey method and two instruments, namely, interview and quantitative were used in qualitative and quantitative sections, respectively. The sample of the study comprises of banking experts working in six state banks and the Central Bank of Iran. The initial model was derived, based on an analysis of the aspects of variables as well as the indices obtained from the theoretical principles and previous studies. The final research model, which consists of 6 factors and 22 subfactors was developed, using the Fuzzy Delphi Method and in triple consultation with 20 banking experts. The criteria were weighted, and the relationship between the criteria was examined, using F-DEMATEL method and ANP. The results of the study indicate that the following are the most significant criteria driving the decisions made by state banks on activities outsourcing: reliance on service providers, cost, the rapid delivery of services by the contractors, gaining competitive advantage, the existence of multiple contractors, improved control and overseeing.

INTRODUCTION: In times of crisis and disasters, the Red Crescent Society is faced with wide and diverse duties and quality of human resources (HRs) in management departments and high organizational levels. One of the most important reasons for the success of HR projects in crises is the sufficient attention paid to the job requirements and the feasibility of implementing each of the crisis management strategies at different levels of the organization. Therefore, this study was conducted to present the current state of HR architecture of the organization based on the HR management system considering the HR architecture model in 2020. METHODS: In this study, the Delphi method was used to collect the necessary data. The statistical population of this study (n=15) consisted of academic and organizational experts who had expertise in crisis management and HR management. The samples were selected using purposive and snowball sampling techniques. To conduct the research, a 30-item questionnaire (each item representing a variable) was designed with applying weight restrictions in the model and distributed among the subjects. The reliability of each variable was confirmed using Cronbach's alpha coefficient method (α>0.7). FINDINGS: Based on the findings, in the optimal HR management system, the most attention should be paid to recruiting HRs to have the highest performance speed in crisis management. Moreover, to have the least uncertainty in crisis management, HR improvement needs the most attention. It was also found out that the least amount of organizational disorder in crisis management would be experienced by devoting great attention to the maintenance of HR. Finally, to have the most response options in crisis management, recruitment of HR should be taken into consideration mostly CONCLUSION: The greatest attention should be paid to recruiting HRs in the optimal HR management system to have the largest number of response options in crisis management. This means that, according to the conceptual model, the emphasis on employing analyst staff would maximize the number of response options in times of crisis incidence. Therefore, to succeed in this field, the organization must reconsider its recruitment policies in a way that leads to the entry of capable employees with the ability to solve problems in the organization. The ability to suggest and review different solutions in problem-solving and make the best decision are largely an inherent characteristic of individuals. The recruitment of capable people in this field would increase the options for dealing with the crisis and improve the efficiency of the decisions and actions. The second and last priorities in this area were respectively related to maintenance and improvement.