راهبرد مدیریت استعداد کارآفرینانه برای بهسازی عملکرد کارکنان (موردمطالعه: شهرداری تهران) (مقاله علمی وزارت علوم)
درجه علمی: نشریه علمی (وزارت علوم)
آرشیو
چکیده
مدیریت استعدادکارآفرینانه یک حوزه پژوهشی جدید در مدیریت منابع انسانی شهرداری تهران است که با شکوفایی قابلیت های ویژه و مهارت های فردی کارکنان سبب بهبود کیفیت خدمات ارائه شده به بهترین روش ممکن شده و به تبع ارتقاء عملکرد و بهره وری سازمان را به دنبال خواهد داشت؛ بنابراین، هدف از انجام این پژوهش راهبرد مدیریت استعداد کارآفرینانه برای بهسازی عملکرد کارکنان است. این پژوهش از نظر هدف توسعه ای، از نظر روش توصیفی-تحلیلی و از نوع آمیخته (کیفی-کمی) می باشد. ابتدا از روش کیفی جهت دستیابی به مولفه ها و شاخص های مدیریت استعداد کارآفرینانه برای بهسازی عملکرد کارکنان با 45 نفر از خبرگان علمی و اجرایی تا اشباع نظری مصاحبه نیمه ساختاریافته عمیق به شیوه گلوله برفی صورت گرفته است. تجزیه وتحلیل در بخش کیفی از طریق اطلس تی 8 صورت گرفته است که با روش دلفی فازی از طریق خبرگان تعداد 11 مولفه و 57 شاخص مورد تائید نهایی قرار گرفت. در بخش کمی جهت اعتبارسنجی مدل به دست آمده از پرسشنامه 56 گزاره ای محقق ساخته با طیف پنج تایی لیکرت استفاده شده است. روایی پرسشنامه از روش روایی همگرا و واگرا و پایایی آن از طریق آلفای کرونباخ مورد تایید قرار گرفته است. نمونه مورد بررسی برای معادلات ساختاری براساس فرمول کوکران 212 نفر محاسبه گردید. تجزیه وتحلیل بخش کمی با استفاده از نرم افزار ایموس 22 انجام گرفت. نتایج نشان داد که طراحی و اجرای سیستم مدیریت استعداد کارآفرینانه برای عملکرد بهسازی کارکنان در شهرداری تهران به حمایت و توجه جدی و مستمر محیط سازمانی و فراسازمانی نیاز دارد.Management Talent Entrepreneurial Strategy to Improve Employee Performance (Case Study: Tehran Municipality)
Introduction Dealing with entrepreneurial actions through creating a creative atmosphere in the organization has led to the emergence of constructive and new behaviors of employees, presenting new proposals to them, and creating opportunities for innovation. It has led to the development of talents and the creation of opportunities and resources that can be used to advance the work and job to fulfill the responsibilities. As such, it transforms the organization's performance by increasing the employees' productivity. In the meantime, the correct use of the talent management strategy is the most vital parameter for senior managers and one of the most critical strategic issues that significantly impact improving organizational performance by designing integrated strategies and systems to increase human resources productivity. Therefore, attracting, developing, and maintaining people with unique abilities and skills can improve individual and organizational productivity by empowering potential talents in the direction of construction while aligning human capital with the organization. Also, differentiating talents makes a difference in individuals' current or long-term performance for the realization and excellence of organizational performance. Creating a talent pool of talented personnel helps reach goals. Entrepreneurial talent management is a new field of research in human resource management of Tehran Municipality, which by improving the special capabilities and individual skills of employees, improves the quality of services provided in the best possible way and, consequently, improves the performance and productivity of the organization. Therefore, the purpose of this study is the entrepreneurial talent management strategy to improve employee performance. Materials and Methods This research is descriptive-analytical and mixed (qualitative-quantitative) in terms of development purpose. The method of data collection in this research is mixed, and it was done from the beginning of 2019 to the end of 2021 in 22 districts of Tehran municipalities. The method of data collection is library studies, interviews, and questionnaires. First, In the qualitative part, to obtain a qualitative model, a semi-structured in-depth interview with the 5w1h technique was conducted to answer questions such as: how, why, what, where, who, and when. The statistical population of the qualitative part was selected from among the experts and knowledgeable critics of the research subject, consisting of experienced managers of Tehran municipality with more than 15 years of work experience who were familiar with the subject of entrepreneurship and talent management. These members were interested in the topic of discussion, had enough time to participate in the research, and had effective communication skills, the related field of study, the related field of service and occupation, and a history of teaching, authoring, etc. related to the topic of the research. Some were considered organizational talents. The method of sampling and determining the size of the Delphi panel was done in a targeted and snowball way, resulting in 45 people for interview. The interviewees were asked to introduce the next person for the interview. The interview was carefully directed to the next person. It continued until the saturation and persuasion of the data were gained. The qualitative analysis was performed through Atlas T8, which experts finalized with the Fuzzy Delphi method through 11 components and 57 indicators. In the quantitative part, to validate the obtained model, a questionnaire of 56 researcher-made propositions with a Likert scale of fifty was used. The validity of the questionnaire was confirmed by the convergent and divergent validity method, and Cronbach's alpha confirmed its reliability. The sample for structural equations was calculated based on Cochran's formula of 212 people. Quantitative analysis was performed using Amos 22 software. Findings The findings in the qualitative part include 11 components of perceptive skills, decision-making, social intelligence, change leadership, result orientation (performance management), people management, sustainability and accountability, adherence to ethical principles, complexity, formality, and concentration. Also, 52 indicators corresponding to these components as influential factors were identified in the model and were put in the quantitative part in the form of the questionnaire. To realize the validity of the research tool in the qualitative part, three methods, including two tools for writing questions, modifying the questions by experts, and finally reviewing the questions by conducting two preliminary interviews, were used. Realizing the reliability of this research was also gained by reaching the stage of theoretical saturation. The quantitative section showed that the values of t-statistics for all routes are higher than the standard value of 1.96 and all identified factors affect the management of entrepreneurial talent to improve employee performance. Conclusion Finally, the conclusions showed that the design and implementation of an entrepreneurial talent management system for staff improvement performance in Tehran Municipality needs serious and continuous support and attention from the organizational and extra-organizational environment. In a municipality without such support, entrepreneurial talent management programs will not succeed in employee improvement performance and will lead to failure. Therefore, since the desired performance is a combination of various individual, organizational and environmental dimensions, according to contextual, content, and structural factors, including top management support, organization strategy, organizational structure, effective communication, organizational systems, and processes, etc., which include dimensions that play a role in the process of improving the performance evaluation of employees and the organization. Also, the results of the conducted studies showed that despite some implemented strategies regarding the improvement of the performance management of Tehran Municipality employees in recent years, which has been able to increase the productivity of human resources in each of the different departments of the organization; Due to the existence of distinctions and contradictions in contingency management and multiple leadership, diverse structures and strategic political, social, economic and cultural conditions of this sign service organization, this group is still far from establishing an efficient, comprehensive and desirable structure for performance evaluation and responding to public needs. It is not possible to meet the demands of our stakeholders in the field of improving performance in a safe and fair environment.
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