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
F. Moradi; A. Momayez; A. Zamani Moghadam
Abstract
BACKGROUND AND OBJECTIVES: Talent management is an emerging research field in human resource management which is vital for the survival and competitive advantage of the organization. Albeit many studies have been done on the component of talent management, yet so far the entrepreneurship segment has ...
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BACKGROUND AND OBJECTIVES: Talent management is an emerging research field in human resource management which is vital for the survival and competitive advantage of the organization. Albeit many studies have been done on the component of talent management, yet so far the entrepreneurship segment has not been much considered in this field, and surprisingly an extensive model of entrepreneurial talent management in the organization has not been presented. Therefore, the purpose of this study is to present a conceptual model of entrepreneurial talent management in organizations.METHOD: The present study is conducted with a mixed and exploratory approach in order to present a management model of entrepreneurial talent in 22 Districts of the Municipality of Tehran municipality in Iran. In the qualitative section, while reviewing the literature and research background, semi-structured in-depth interviews were conducted with 45 experts from Municipality of Tehran and university professors. In the quantitative part, the statistical population consisted of 450 managers and experts who have been working in the Municipality of Tehran from the beginning of 2019 to the end of 2020. The sample size was estimated to be 212 people according to the sampling of classified clusters through Cochran's formula, and the researcher-made questionnaire consisting of 56 items was distributed among the statistical sample according to the qualitative part. Using Amus 22 structural equation software, the data were statistically analyzed in a quantitative section to analyze the path and test the hypotheses. RESULTS: In the qualitative part, by performing the process of coding and approval of experts by fuzzy Delphi method in two stages and expert response analysis to 11 components of perceptual skills, decision making, social intelligence, change leadership, consequentialism (performance management), people management, sustainability and accountability, adherence to ethical principles, complexity, recognition and focus and 57 indicators appropriate to these components were confirmed as influential factors in the model. In the quantitative part, the approved indicators were placed in the form of a questionnaire. Analysis of the questionnaire revealed that the complexity component, people management and decision-making with 0.64, 0.63 and 0.61 had the highest factor load and the sustainability and accountability component with 0.5 had the lowest impact on the model, respectively.CONCLUSION: The results of this paper show that this model depends on various variables and can be considered and used in technology-based programs in talent assessment centers. The results also showed that municipal managers must create a creative environment for employees to express their ideas and participate in decision-making, and this leads to improving and changing the attitude and behavior of employees.
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
M. Alizadeh; M. baoosh; A. Rahimy
Abstract
BACKGROUND AND OBJECTIVES: Management experts believe that in order to achieve competitive advantage, Human resource management is the most important factor, because human capital according to characteristics such as: scarcity, value creation, irreplaceability and imitation, it is different from other ...
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BACKGROUND AND OBJECTIVES: Management experts believe that in order to achieve competitive advantage, Human resource management is the most important factor, because human capital according to characteristics such as: scarcity, value creation, irreplaceability and imitation, it is different from other organizational assets. Due to the importance of human resource management, this study seeks to describe the 100-year historical trend of human resource management in the world, Iran and Municipality of Tehran.METHOD: In this research, the philosophy of interpretive research, inductive research approach, historical research strategy are selected and the method of data collection is library and field with document review tools and semi-structured interviews. The historical sources studied in this research include: theoretical literature of human resources, laws and regulations of human resources in different periods of the municipality, employment regulations, strategic documents and human resources and five-year development plans of Tehran. For this purpose, non-random and purposeful sampling was performed from the research community, which includes senior managers of human resources of Municipality of Tehran, who have been in charge since 1987. In this way, 10 people were interviewed. Data analysis was performed by qualitative content analysis.FINDINGS: Human resource management in the world can be divided into 10 periods: before the Industrial Revolution, the Industrial Revolution, the emergence of modern companies, scientific management, social welfare movement, industrial psychology, World War I. After World War II, industrial relations divided the emergence of the field of human resource management, strategic focus on human resource management and human resource management in the era of cloud and mobile technology. The study of the historical trend of human resource management in Iran has been influenced by the employment laws of the country in 1922, 1966 and 2007 and according to it, the country is witnessing a change in human resource management from traditional (administrative and recruitment) to specialized and professional (strategic). Human resource management in Municipality of Tehran in the framework of the mission, development programs and development documents of human resources in the direction of playing administrative (recruitment, selection, promotion) and executive roles (training, development, empowerment, succession) has taken many steps and with simultaneous focus on inside and outside the organization, has moved towards urban Human resource management.CONCLUSION: The results of the research provide important information about the historical course of Human resource management in three levels of the world, Iran and Municipality of Tehran, and by studying it, the gap between human resource management activities and measures are achieved.
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.
Human capital in urban management
A. Shahrabi Farahani; K. Teymournejad
Abstract
BACKGROUND AND OBJECTIVES: Career management determines the direction of staff's movement in the organizational hierarchy and directs them to perfection. The Objective of this study was to design a model for career management of Tehran Municipality employees. METHODS: The research method was Qualitative-Quantitative ...
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BACKGROUND AND OBJECTIVES: Career management determines the direction of staff's movement in the organizational hierarchy and directs them to perfection. The Objective of this study was to design a model for career management of Tehran Municipality employees. METHODS: The research method was Qualitative-Quantitative and the statistical population of the study was 11 experts in the qualitative section and 660 employees of the organization in the quantitative section. The data collection tool was semi-structured interviews in qualitative section and in quantitative part of the questionnaire was researcher-made. Using the Grounded BACKGROUND AND OBJECTIVES: Career management determines the direction of staff's movement in the organizational hierarchy and directs them to perfection. The Objective of this study was to design a model for career management of Tehran Municipality employees. METHODS: The research method was Qualitative-Quantitative and the statistical population of the study was 11 experts in the qualitative section and 660 employees of the organization in the quantitative section. The data collection tool was semi-structured interviews in qualitative section and in quantitative part of the questionnaire was researcher-made. Using the Grounded Theory and Theoretical Coding, the initial model was presented and the final model of the research was presented using Delphi technique and obtaining the opinions of experts. Exploratory Factor Analysis and Structural Equation Modeling were used to validate the model. FINDING: The final research model was based on 6 categories, 13 factors and 36 concepts: Causal Conditions included individual and organizational factors, Context including hardware and software capabilities, Intervening Conditions including environmental, behavioral and structural barriers, and Strategies including development and current strategies. Consequences of model implementation were classified into three categories: employees, organization and citizens. Among the 36 concepts identified, the highest factor load was related to the concept of job enrichment with a value of 0.882 and the lowest factor load was related to the concept of productivity with a value of 0.712. This model was investigated among the employees and the results of validation confirmed the model. CONCLUSION: By implementing career management, the field of growth and prosperity of employees in the organization is provided and improves the productivity of the organization and customer satisfaction.
Urban health, safety and environment (HSE)
S. Najafnezhad Asl; Y. Mohammadi Moghadam; S.M. Poormoosavi
Abstract
The main objective of this research is to determine the role of passive defense in urban crisis management from the perspectives of experts and urban managers Municipality of Tehran- District, 5. In order to carry out the study, an analytical-applied research method and a combination of documentary, ...
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The main objective of this research is to determine the role of passive defense in urban crisis management from the perspectives of experts and urban managers Municipality of Tehran- District, 5. In order to carry out the study, an analytical-applied research method and a combination of documentary, descriptive, analytical and case study methods are used. All managers and experts of Tehran’s municipality in the District (n=950) at all divisions and departments constitute the population of this study. 274 samples are selected using simple random sampling method. A researcher-made questionnaire is used as research tool whose validity and reliability are tested based on the views of the research supervisor, advisor, experts and managers of the municipality, and Cronbach's alpha test (a= 0787), respectively. Then, data analysis is performed using SPSS software (v21). According to the research findings, passive defense is effective in reducing damages to cities and application risk, and developing a proper pattern for urban sustainability using experts and managers perspective (p<0.05).