Document Type : ORIGINAL RESEARCH ARTICLE

Authors

Faculty of Humanities and Social Sciences, Science and Research Branch, Islamic Azad University, Tehran, Iran

10.22034/IJHCUM.2022.04.09

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 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.

Keywords

Main Subjects

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 NOTE

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

CURRENT PUBLISHER

Municipality of Tehran


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.

CAPTCHA Image