چارچوب پیاده‌سازی کنترل استراتژیک منابع انسانی در شرکت مادر

نوع مقاله: مستخرج از رساله

نویسندگان

1 استادیار گروه مدیریت کسب‌و‌کار، دانشکده مدیریت و حسابداری

2 دانشجوی دکترای مدیریت دولتی- منابع انسانی، دانشگاه تهران، پردیس فارابی

3 استادیار گروه روش‌ها و برنامه‌های آموزشی، دانشکده علوم تربیتی و روان‌شناسی، دانشگاه تهران

4 استاد گروه مدیریت دولتی، رئیس دانشکده مدیریت و حسابداری، پردیس فارابی دانشگاه تهران

چکیده

بر اساس بررسی­های انجام شده، کنترل استراتژیک منابع انسانی در هلدینگ­ها دارای سه جز اصلی است: 1- طراحی شاخص‌های کنترل استراتژیک منابع انسانی، 2- اجرای کنترل استراتژیک منابع انسانی در شرکت‌های مادر­ و 3- الزاماتی که شرکت‌های مادر­ به تدوین و اجرای این شاخص‌ها در عمل، تحمیل می‌کند. ابزارهای طراحی شاخص‌های کنترلی و استراتژیک، فراوان هستند (کارت امتیازی،  منشور عملکرد، چرخ عملکرد) اما چارچوب‌هایی که به پیاده‌سازی و اجرای این شاخص‌ها در عمل بپردازند بسیار اندک هستند، بنابراین هدف پژوهش حاضر شناسایی عناصر مهم و کلیدی برای اجرای کنترل استراتژیک منابع انسانی در شرکت‌های مادر­ است. روش مطالعه موردی اکتشافی در یک هلدینگ معدنی پژوهش انجام شده است. داده‌ها در دو مرحله جمع آوری و تحلیل شدند: مطالعه مستندات شرکت‌های مادر­ و انجام 12 مصاحبه با مدیران عامل، مدیران طرح و برنامه و مدیران منابع انسانی هم در شرکت مادر و هم در توابع. نتایج پژوهش، 10 مقوله اصلی برای پیاده‌سازی کنترل استراتژیک منابع انسانی در شرکت‌های مادر­ شناسایی کرد: کیفیت، ساختار اجرایی، رسمیت بخشیدن، مکانیزم­های انتقال، حمایت از توابع، تشکیل کمیته متولی، نظارت بر اجرا، اقدام مبتنی بر نتایج، جمع­آوری و تحلیل اطلاعات و تسهیل­گران- موانع اجرایی که در انتهای پژوهش این مقولات با الهام از مدل مفهومی ساندرز (2008) در قالب چارچوب پیاده‌سازی کاماه معرفی شدند و در انتها نیز متناسب با هر مقوله پیشنهادکاربردی برای شرکت‌های مادر­ ارائه شده است.

کلیدواژه‌ها

موضوعات


عنوان مقاله [English]

The Framework for Implementing Strategic Control of Human Resource in Holdings

نویسندگان [English]

  • Hamidreza Yazdani 1
  • Nastaran Aliy 2
  • Ali Moghadamzadeh 3
  • Hasan Zarei matin 4
1 university of tehran
2 PhD student
3 University of Tehran
4 University of Teran- Full Professor
چکیده [English]

The framework for Strategic Control of Human Resources in Holdings has three main components: 1. The Framework for Designing Strategic Human Resources Control Indicators, 2. The Framework for Implementing Strategic Human Resources Control in Holdings, and 3. The Requirements for Holding Companies to develop and Implement these Indicators in practice. Since the tools for designing strategic control indicators are plentiful (BSC, Performance Prism, Performance Wheel,...) but there are very few frameworks for implementing these indicators in practice, the purpose of this article is to identify key elements for strategic HRM implementation in holdings. The research method was an exploratory case study conducted in a mineral holding. The data were collected and analyzed in two phases: the Documents Study and 12 interviews with CEOs, and HR Managers both in the parent company and in the subsidiaries. The results of the study identified 10 main concepts for implementing strategic control of HRM in holding: quality, executive structure, recognition, transfer mechanisms, support functions, monitoring implementation, results-based action, collect and Analysis Information and Facilitators / Barriers to Implementation. Finally these concepts were integrated in a framework a with regard to Sanders' conceptual model (2008) and at the end, practical suggestions presented for holding companies.

کلیدواژه‌ها [English]

  • HR in Holdings
  • Strategic Control
  • Holding Copmany
  • implementing Strategy
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