Analysis of human resource architectural components based on governance approach

Ahmadvand, S.; Rahmani, H.; Mousa Khani, M.

doi:10.22034/IJHCUM.2022.02.03

Document Type : ORIGINAL RESEARCH ARTICLE

Authors

¹ Department of Public Administration, College of Management, Qazvin Branch, Islamic Azad University, Qazvin, Iran

² Department of Public Administration, College of Management and Economics, Science and Research Branch, Islamic Azad University, Tehran, Iran

https://doi.org/10.22034/IJHCUM.2022.02.03

Abstract

Human Resource Architecture, one of the components of organizational architecture, is the process of identifying and combining the appropriate elements of human resource management to create and present a vision of human resources in the organization. Organization in which there is a coordination between employee behavior, human resource systems, resource activities, and the mission and goals of the organization. Governance is also an economic and political means of exercising power in a country's economic, political and social institutions, or as a set of traditions and institutions in which a sovereign operates, or for managing all relationships, and is defined as an executive term at all levels. The purpose of this study is to investigate the architectural performance of human resource management in municipalities.
METHODS: This study is quantitative and developmental research. In this study, non-interactive method and thematic analysis of documents were used. Initially, 30 documents were identified and examined, and then the text reading table using the Scopus index identified 7 fully related documents. Next, three open, axial and selective encodings are performed on the specified documents. MAXQDA2020 software was used for data analysis. Then, to verify the validity of the identified components of the cryptographic output, its validation was performed using a distribution of 75 questionnaires among middle and senior managers of the Municipality of Tehran, using LISREL software.
FINDINGS: Considering the coding, finally, human resource architecture with a governance approach in four dimensions (partnership and network governance; contractual and joint governance from above; outsourcing and job-oriented governance and hierarchical and knowledge-based governance) and 15 components of the category was classified. In partnership and network governance, the most repetition in component-related documents emphasizes on joined-up management (5 repetitions) and in contract and partnership governance, the most repetition is related to the commitment and accountability components (5 repetitions) and outsourced and job-oriented government with private component. (6 repetitions) and hierarchical and knowledge-based governance with an internalization component (4 repetitions). Based on the findings of confirmatory factor analysis, only the internalization component (T-Value <1.96) was not approved in the Municipality of Tehran.
CONCLUSION: From the coding, it is finally concluded that the human resource architecture with a four-way governance approach of the partnership and network architecture; contractual and joint governance from above; Outsourcing and job-oriented architectures as well as hierarchical and knowledge-based architectures have the most iterations in the reviewed literature.

Keywords

Main Subjects

Human capital in urban management

OPEN ACCESS

This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license, and indicate if changes were made. The images or other third party material in this article are included in the article’s Creative Commons license, unless indicated otherwise in a credit line to the material. If material is not included in the article’s Creative Commons license and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this license, visit: http://creativecommons.org/licenses/by/4.0/

Publisher's note

Tehran Urban Planning and Research Center remains neutral with regard to jurisdictional claims in published maps and institutional afflictions.

References

Auriacombe, C. and Shikha, V.D., 2019. Critical considerations for the role of governments in the interface between good governance and sustainable development in developing countries. Int. j. eBus. eGov. Stud., 11(1): 1-15 (15 pages).

Areiqat, A.Y.; Zamil, A.M.; Fatḥi, A.; Ahmad, M.M.; Abushaar, H.M., (2020). The concept of governance in universities: reality and ambition. Int. J. Innov. Creat. Change, 13(1): 951-969 (19 pages).

Borisova, O.N.; Silayeva, A.A.; Saburova, L.N.; Belokhvostova, N.V.; Sokolova, A.P., (2017). Talent management as an essential element in a corporate personnel development strategy. Acad. Strat. Mmanage. J. 16: 31-46 (16 Pages).

Benn, S.; Edwards, M.; Williams, T., (2014). Organizational change for corporate sustainability. Routledge.

Becker, B.; Gerhart, B., 1996). The impact of human resource management on organizational performance: Progress and prospects. Acad. Manage. J., 39(4): 779-801 (23 pages).

Gorkhali, A. and Xu, L.D., 2017. Enterprise architecture: a literature review. J. Ind. Int. Manage., 2(02): 1750009.

Goldsmith, S.; Eggers, W.D., (2005). Governing by network: The new shape of the public sector. Brookings institution press.

Happell, B.; Warner, T.; Waks, S.; O'Donovan, A.; Manning, F.; Doody, R.; Greaney, S.; Goodwin, J.; Hals, E.; Griffin, M.; Scholz, B., (2021). Something special, something unique: Perspectives of experts by experience in mental health nursing education on their contribution. J. Psychiat. Ment. Heal. Nu.

Jamal, T.; Camargo, B.A., (2018). Tourism governance and policy: Whither justice? Tour. Manage. Perspect., 25: 205-208 (4 pages).

Kang, S.C.; Morris, S.S.; Snell, S.A., (2007). Relational archetypes, organizational learning, and value creation: extending the human resource architecture. Acad. Manage. Rev., 32(1): 236-256 (21 pages).

Khan, K.; Khan, M.A.; Thebo, J.A.; Ahmed, T.; Rahoo, L.A., (2021). Examining the human resource architecture relationship with employee productivity of chemical industries. J. Contemp. Iss. Bus. Gov., 27(2): 5847-5856 (10 pages).

Klein, N.; Ramos, T.B.; Deutz, P., (2020). Circular economy practices and strategies in public sector organizations: Int. Rev. Sust., 12(10): 4181.

Lepak, D.P.; Snell, S.A., (2002). Examining the human resource architecture: the relationships among human capital, employment, and human resource configurations. J. Manage., 28(4): 517-543 (27 pages).

Luddin, M.R.; Suyatno, T., (2019). Human resource architecture transformation case study in Construction Company. Int. J. Hum. Capital Manage., 3(2): 27-41 (15 pages).

Luo, B.N.; Sun, T.; Lin, C.-H. (Veronica); Luo, D.; Qin, G.; Pan, J., (2020). The human resource architecture model: A twenty-year review and future research directions. Int. J. Hum. Res. Manage., 1-38 (38 pages).

Magidi, M.; Mahiya, I.T., (2021). Rethinking training: the role of the informal sector in skills acquisition and development in Zimbabwe. Dev. South. Afr., 38(4): 509-523 (15 pages).

Mathews, J.; Yezer, K.; Antony, K.M., (2020). Organizational architecture of human resources. Bhutan J. Bus. Manage., 3(1).

Lorza, A.M.; Taboada, L.R.; Naranjo, A.A., (2017). Perfil del responsable y su impacto en la arquitectura de Recursos Humanos. Revista Venezolana de Gerencia, 22(77): 75-94 (20 pages).

Mirpour, S.; Ahmadi, E.; Zareie, R.; Amirianzadeh, M., (2020). Presentation of human resource architecture model (Combined Approach. J. Syst. Manage., 6(2): 205-216 (12 pages).

Nazari, H., (2017). Challenges of human resources in Tehran Municipality. 5(3): J. Appl. Stud. Manage. Sci., 3(5): 90-81 (12 pages). (In Persian)

Peprah, W.K.; Ganu, J., (2018). The convergence of organizational culture, structure and human capital performance: A conceptual analysis. Arch. Bus. Res., 6(5).

Pyone, T.; Smith, H.; van den Broek, N., (2017). Frameworks to assess health systems governance: syst. Rev. Heal. Pol. Plann., 32(5): 710-722 (13 pages).

Rothstein, B.O. and Teorell, J.A., 2008. What is quality of government? A theory of impartial government institutions. Governance, 21(2): 165-190 (26 pages).

Ranjbarian, R.; Azizi, S., (2014). The role of human resource architecture in organizational development, The First International Conference on Management in the 21st Century, Tehran. (In Persian)

Salamon, L.M.; Sokolowski, S.W.; Haddock, M.A., (2017). Explaining civil society development: A social origins approach. JHU Press.

Shaw, J.D.; Gupta, N.; Delery, J.E., (2001). Alternative conceptualizations of the relationship between voluntary turnover and organizational performance. Acad. Manage. J., 48(1): 50-68 (19 pages).

Shokrollahi, Y.M., Beheshti, F.M. and Kazemi, H., (2020). Designing the architecture pattern of human resources retention in police. (In Persian)

Singh, S.K.; Gupta, S.; Busso, D.; Kamboj, S., (2019). Top management knowledge value, knowledge sharing practices, open innovation and organizational performance. J. Bus. Res.

Trindade, A.A.C., (2020). The legacy of the recent cycle of world conferences of the United Nations. Int. Law Humankind (Brill Nijhoff). 595-622 (28 pages).

Vekeman, E.; Devos, G.; Valcke, M., (2015). Human resource architectures for new teachers in Flemish primary education. Educ. Manage. Admin. Leadersh., 44(6): 970-995 (26 pages).

Von Engelhardt, M., (2018). Formalizing Fragile States? Of Emerging Patterns and the Potentials and Perils of Regulation. Int. Dev. Organ. Fragile States, 195-224 (30 pages).

Zare, S.M.; Shaemi Barzoki, A.; Ansari, M.E.; Abzari, M., (2019). An investigation of the contingency dimensions of performance evaluation systems of key employees through human resource architecture. J. Res. Hum. Res. Manage., 10(4): 25-50 (26 pages).

LETTERS TO EDITOR

International Journal of Human Capital in Urban Management (IJHCUM) welcomes letters to the editor for the post-publication discussions and corrections which allows debate post publication on its site, through the Letters to Editor. Letters pertaining to manuscript published in IJHCUM should be sent to the editorial office of IJHCUM within three months of either online publication or before printed publication, except for critiques of original research. Following points are to be considering before sending the letters (comments) to the editor.

[1] Letters that include statements of statistics, facts, research, or theories should include appropriate references, although more than three are discouraged.

[2] Letters that are personal attacks on an author rather than thoughtful criticism of the author’s ideas will not be considered for publication.

[3] Letters can be no more than 300 words in length.

[4] Letter writers should include a statement at the beginning of the letter stating that it is being submitted either for publication or not.

[5] Anonymous letters will not be considered.

[6] Letter writers must include their city and state of residence or work.

[7] Letters will be edited for clarity and length.

Name *

Email Address *

Affiliation *

Comments *

Security Code *

International Journal of Human Capital in Urban Management

Analysis of human resource architectural components based on governance approach

References

References

Send comment about this article

Volume 7, Issue 2 - Serial Number 26
April 2022
Pages 171-182

Analysis of human resource architectural components based on governance approach

References

References

Send comment about this article

Volume 7, Issue 2 - Serial Number 26April 2022Pages 171-182

Volume 7, Issue 2 - Serial Number 26
April 2022
Pages 171-182