تدوین مدل رفتار سازمانی در نظام بانکداری با تاکید بر مدل های شایستگی و ارزش آفرینی (مقاله علمی وزارت علوم)
درجه علمی: نشریه علمی (وزارت علوم)
آرشیو
چکیده
رفتار سازمانی در نظام بانکداری در سال های اخیر تبدیل به یکی از مهم ترین حوزه های کاری شده است. تاثیری که رفتار سازمانی در دستیابی به اهداف سازمانی دارد و تاثیراتی که این مولفه از فرهنگ و شرایط درونی هر سازمانی می پذیرد باعث شده است تا این مساله تبدیل به یکی از مهم ترین رئوس مدیریت منابع انسانی شود. هدف این پژوهش تدوین مدل رفتار سازمانی در نظام بانکداری با تاکید بر شایستگی و ارزش آفرینی است. ابزار گردآوری داده در این پژوهش مصاحبه عمیق با خبرگان می باشد. بر اساس حد اشباع تعداد 16 مصاحبه صورت گرفته است و داده های حاصل از مصاحبه با استفاده از تئوری داده بنیاد مورد تجزیه و تحلیل قرار گرفته اند. مصاحبه ها از طریق تئوری داده بنیاد مورد تجزیه و تحلیل قرار گرفته اند. سنجش روایی و پایایی از طریق بررسی توسط اعضا، سه سویه سازی داده ها و همچنین مقایسه یافته ها با سایر تحقیقات مشابه صورت گرفته است. یافته ها نشان می دهد که اصلی ترین حوزه های مداخله گری در راستای بهینه سازی تدریس رفتار سازمانی شامل دگرگونی نقش ها، مدیریت راهبردی، توانمندسازی کارکنان و سنجش عملکرد می باشد و اصلی ترین چالش های این مساله نیز شامل فشارهای برون سازمانی، نارسایی های درون سازمانی وهمچنین نارسایی های فراسازمانی می باشد. راهبردهای اصلاح و بهینه سازی تدریس رفتار سازمانی شامل بهینه سازی مدیریت منابع انسانی، سیستمی سازی فرآیند و بهینه سازی رفتار سازمانی می باشد که کاربست آنها پیامدهای فردی و سازمانی را به بار خواهد داشت.Develop a model of organizational behavior in the banking system with emphasis on competency and value creation models
The most important feature of today's work environment is measuring the extent of competition in the labor market. Therefore, organizations today are aware that the costs of managing their human resources must be accompanied by managing the effectiveness of human resources. That is if they can manage their manpower in such a way that they can use their power to serve the goals of the organization, then the rate of accidents, absences, error rates, and waste will be reduced and manpower will be provided with a proper spirit Will provide quality services and as a result, the productivity and profitability of organizations will increase. Therefore, organizational productivity is directly related to organizational behavior, and therefore, with analysis, a step around the dimensions of related issues and affecting the improvement of organizational behavior training, which at the same time has been neglected and often neglected by organizations. Values will be removed to improve employee performance and increase the productivity of organizations. In the definition of organizational behavior, in simple terms, it should be said that in fact, organizational behavior examines how people interact within an organization. The simple definition of organizational behavior does not have the interpretation that it seems a simple matter and we can look at it with simplification. The fact is, since organizational behavior is supposed to examine human interaction, it happens to be very complex and sometimes impossible to analyze some behaviors. Because people exhibit different behaviors in different places and different cultures, and accordingly, the organizational work environment in which a person is placed affects his organizational behavior. Therefore, managers should pay special attention to people's work environment. In another definition, organizational behavior is the study of human behavior in the field of organization, the confrontation of individual and organizational behavior, and finally the study of the organization itself, which includes factors that are studied in three general dimensions: individual, group, and organizational. Organizational behavior is generally rooted in a behavioral approach to management, which includes the belief that special attention to employee needs will lead to greater satisfaction and productivity. Contrary to the high emphasis on scientific management, the content of the behavioral approach emphasizes focus on It is on people. Scientific management did not ignore individuals at all and was somehow effective in shaping organizational behavior. In general, 5 factors are effective in the development of organizational behavior: the traditional approach to management, Hawthorne studies, the human relations movement, the contingency approach to management and leadership, and positive organizational behavior. Organizations today are very competitive in the global environment, and managers use various mechanisms to improve the productivity and success of their organizations in such an environment, including downsizing organizations and mechanization of affairs, while these methods can be effective. But the main issue that has been considered in recent years as an effective factor in improving the productivity of organizations, Having committed and capable employees to the organization to work beyond their official duties. Improving and modifying organizational behavior in government departments and institutions can be a function of numerous components, and undoubtedly one of these components goes back to the issue of organizational behavior training, because in an organization, both in the traditional definition and according to pyramidal relationships, training in Ross is located and others are defined in his neck, and in the modern definition, the focus is still on the issue of education, and this education is the organizational behavior that gives the organization a specific shape and purpose. In the present era, the intensity of the dynamic capabilities of competitors in the banking industry has led to how to maintain and develop a superior competitive position in relation to strategic capabilities in this industry as a major challenge for bank managers and foresight as the latest In order to meet this challenge, the tool has rushed to the aid of managers of today's organizations. The banking industry plays a vital role in shaping the world economy, and the change in key environmental factors in the long-run has forced the industry to embrace a shift in competition. Therefore, by studying and predicting future changes and developments, banks can align their competitive position with these developments with foresight knowledge. Foresight knowledge should be planned as a learning process in the strategic activities and decisions of managers in situations of uncertainty to empower them in turbulent situations and react in a timely manner to environmental threats. One of the factors that make it difficult to improve organizational behavior in the banking system should be sought in the field of rapid change in this field. In recent years, the presence and expansion of virtual and Internet banking, in general, has changed the service system in the field of banking and human resource management has undergone extensive changes. Accordingly, explaining possible banking scenarios in the coming years is one of the requirements of any training program to further empower organizational forces. Organizational behavior as one of the organizational values is actually rooted in the culture in which the organization is built. This behavior is intensified and slowed down according to the internal programs and standards of the organization and goes in a certain direction. Among these components, we can mention meritocracy within the organization. Competency models that have been examined many times in the organizational literature in recent years are in fact related to a situation that affects human resource management. A value that, like an umbrella, affects the process of employment, recruitment, training, growth, and reward in the organization and causes a justice-oriented atmosphere to rule the organization. Another pillar through which organizations such as banks strive to achieve their goals is value creation. Value creation in the bank is concerned with both the internal components of banking, such as attracting capital and financial resources, as well as the growth of organizational forces and customer satisfaction. What this research tries to answer is the development of an organizational behavior training model with an emphasis on competency and value creation models in the banking system.
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