Human capital in urban management
S. Amani; M. Mosakhani; K. Daneshfard
Abstract
BACKGROUND AND OBJECTIVS: Today, creative and innovative manpower is one of the most important assets and capital of organizations. Although strategic human resource management can be effective in enhancing employee innovation capability, not many research examined the impact of this type of management ...
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BACKGROUND AND OBJECTIVS: Today, creative and innovative manpower is one of the most important assets and capital of organizations. Although strategic human resource management can be effective in enhancing employee innovation capability, not many research examined the impact of this type of management subsystems on innovation. Therefore, the purpose of current study is to evaluate the impact of strategic HRM subsystems on improving innovation capability in Municipality of Tehran.METHODS: The present study is mixed in terms of applied-developmental purpose and among the researches. In the qualitative stage of the research, the theme analysis method was used and the purposeful participants were selected and interviewed, which included 13 university professors and 19 managers of Municipality of Tehran. Based on the results of the qualitative stage, the strategies of 7 strategic HRM subsystems were identified and a research model was designed. In a quantitative step, in order to validate the model, the structural equation modeling method and smartPLS software were used. For this purpose, while conducting the validity and reliability of the researcher-made questionnaire, 169 managers and experts in Municipality of Tehran who were randomly selected were interviewed.FINDINGS: According to the study, the relationship between strategic HRM subsystems and innovation capability is positive and significant. Also, the results showed that the coefficient of determination for the strategic HRM variable is 0.611, which means that 61.1% of the changes in the innovation capability variable can be predicted with strategic HRM strategies and its subsystems. Moreover, among human resource subsystems, "talent management system and succession management" and "service compensation and reward system" have the greatest impact on innovation capability.CONCLUSION: The results showed that strategic human resource management subsystems are effective on innovation capability in Municipality of Tehran, and the results of this study can be utilized and generalized in municipal organizations and public non-governmental organizations that have an almost similar organizational structure.
Human capital in urban management
Y. Nazimi; K. Teymournejad; K. Daneshfard
Abstract
BACKGROUND AND OBJECTIVES: Technological advances and the expansion of its application in urban communities have led to extensive changes in conceptual dimensions, strategic importance and geographical concentration of urban services. Today, cities are at the highest level of need to use new methods ...
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BACKGROUND AND OBJECTIVES: Technological advances and the expansion of its application in urban communities have led to extensive changes in conceptual dimensions, strategic importance and geographical concentration of urban services. Today, cities are at the highest level of need to use new methods and technologies of service. Utilizing the numerous capabilities of technology in the field of urban management also has tremendous consequences, and its development in the form of intelligent municipal services requires the proper management of human resources. With the advent of the Fourth Revolution and the development of a new paradigm called digital human resource management, various areas of the human resource management process, including human resource performance management, need to be revised and updated based on this approach. Therefore, the purpose of this study is to identify the factors affecting human resource performance management with emphasis on the digital city and the prioritization of factors in the Municipality of Tehran.METHOD: This research is applied in terms of purpose, descriptive-survey in terms of method. In order to extract the research background the library method and for data collection purposes the field method, and questionnaire tools were used. After applying the selection criteria, 10 articles were selected for information extraction. After extracting the initial indicators using Delphi technique, 10 experts were interviewed. In order to analyze the data, confirmatory factor analysis and structural equations using partial least squares method have been used. The perspective of 11 employees of Municipality of Tehran using pairwise comparison questionnaire and their aggregation (with geometric mean) and analytic technique network process were performed and factors were prioritized with Super Decisions software.RESULTS: All items had a t-statistic greater than 1.96; therefore, none of the items were removed from the model and in total, all coefficients were significant at the 95% level. The relative weight of technological factor was 0.537, organizational 0.045, behavioral 0.078 and environmental 0.340 and since IR > 0.1=0.07, then there is consistency in pairwise comparisons. With the formation of a limit super matrix through software, the values of technological factors with 0.133, organizational 0.124, behavioral 0.086 and environmental 0.071, respectively, had the first to fourth priorities for human resource performance management with emphasis on the role of digital city.CONCLUSION: According to the obtained indicators, four factors affecting the management of human resource performance including technological, organizational, behavioral, and environmental factors were obtained. Findings from network analysis among all the factors, technological factor had the most impact and organizational factor had the least impact on human resource performance management with emphasis on the role of the digital city.
Human capital in urban management
S. Amani; M. Mosakhani; k. Daneshfard
Abstract
BACKGROUND AND OBJECTIVES: Today, creative and innovative human resources play a crucial role in the optimal performance and achievement of long-term goals of organizations. Therefore, organizations must use different methods to lay the groundwork for innovative activities, one of the most important ...
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BACKGROUND AND OBJECTIVES: Today, creative and innovative human resources play a crucial role in the optimal performance and achievement of long-term goals of organizations. Therefore, organizations must use different methods to lay the groundwork for innovative activities, one of the most important of which is the use of strategic human resource management measures. Therefore, the purpose of this study is to design a model of strategic human resource management with the approach of promoting innovation in Municipality of Tehran.METHOD: The present study from the purpose point of view is applied-development study and is in the mixed research category. In the qualitative stage of the research, the theme analysis method was used. Participants in the present study included 13 university professors and 19 senior managers of Tehran Municipality, who were interviewed to the point of saturation. Based on the results of the qualitative stage of the study, a model for strategic human resource management with the approach of promoting innovation capability was designed. In a quantitative step, in order to validate the model, the structural equation modeling method and smartPLS software were used. For this purpose, 169 managers and experts working in Municipality of Tehran, who were randomly selected were interviewed using a questionnaire.RESULTS: Based on the findings, the relationship between strategic human resource management subsystems; including employee recruitment, supply and adjustment system, performance management system, human resource development system, service compensation and reward system, job analysis and design system, talent and succession management system and employee relations and innovation management system were approved. Also, the results showed that the coefficient of determination for the variable of strategic human resource management was 0.649 and for the variable of innovation capability improvement was 0.578 which were significant. Therefore, it can be concluded that 57.8% of changes in innovation capability can be predicted by strategic human resource management measures.CONCLUSION: The results showed that by using the capacity of strategic human resource management subsystems, innovation capability and innovative performance in Municipality of Tehran and the results of the research, in general, can be applied to organizational units with almost similar and with the same structure and missions.
