Introduction
In a world where change is evident, the only way to survive is to adapt to changes. Organizations have realized that their most important capital is human resources, which is an important factor in the success and progress of any organization. A necessary condition for the realization of the goals of any organization is the existence of special manpower and employees who, in addition to having special abilities and skills, have a commitment to their job and organization and feel satisfied with their duties. The purpose of the current research was to design and compile the human resource management audit model in Pars Petrochemical Company.
Methodology
The research method was a mixed research type with an exploratory design and a fundamental goal. The research community in the qualitative section includes 12 experts in the field of human resources management who were selected by snowball sampling. In the quantitative part, all the employees of Pars Petrochemical Company (N=400), using Cochran's formula, 196 people were selected as a sample. Based on the opinions of experts, and based on the Delphi technique, 108 indicators were extracted to include the policy dimension (14 items), the process dimension (19 items) and the performance dimension (75 items) and based on that, a researcher made a questionnaire whose validity was verified by the Delphi panel. Its confirmation and reliability (α=0.91) were obtained. The data were analyzed by SAW multivariate analysis test, t-Student mean comparisons and SPSS and EQS software.
Results and Discussion
Based on the significance of each of the indicators in the explanation of the components of the model, the significance of the components in the explanation of the dimensions, as well as the significance of the dimensions in the overall explanation of the model, it can be concluded that the audit model of human resources management can be explained based on the 3 dimensions of policy, processes and performance. and each of these dimensions can be meaningfully measured through 3 identified components, i.e.: structure, developing systems and employee balance. Also, the role of each of the model indicators in explaining the components was found to be significant, which showed the overall significance of the human resource management audit model in this research. The results showed that the contribution of the policy dimension in explaining the human resources management audit was equal to 0.60, the process dimension was 0.89, and the performance dimension was 1.23. Also, the fit of the research model is appropriate and confirms its high power in explaining the causal-effect relationships of the variables.
Conclusion
Considering that the audit of human resources management, organization and human resources can have consequences such as productivity and increasing performance and efficiency, it is suggested that the managers of the organization establish and create a human resources management audit unit according to the results of the research. Pay attention as part of the human resource management system in the organization. Among the limitations of this research is the lack or absence of suitable standards and indicators for human resource development audit. On the other hand, the indicators designed for the unit studied in this research cannot be generalized to other works and can only be explained and improved in future audits for the same units; But the general steps of the audit process can be modeled. Also, the execution capability of the model depends on the availability of information and documents and evidence required by the units, and in addition, the resistance of some participants in the project (interviewees) or the lack of sufficient knowledge of the overall purpose of the audit or the process of conducting it, including other obstacles and problems are work. Also, in the worst case, the audit model may be used only for formal but unrealistic confirmations of existing conditions and reporting to managers. Finally, it can be stated that human resource management audit offers assurance and reflection about the main organizational costs and an opportunity to examine the efficiency and effectiveness of human resource management and its potential role in the future success of the organization. The future orientation of HRM audits (unlike other types of audits) is related to the planning needs of the organization and provides an emphasis on evidence-based review of credibility. The use of accepted auditing techniques, combined with audit independence and competence, provides a unique contribution to the organizational planning and control environment. Each audit's quality, skills and competencies, and potential costs and benefits should be considered individually at the organizational level. The benefits of human resource management audit can include discovering areas for improving the organization's future, clarifying human resources goals, aligning human resource plans with the organization's strategic plans and priorities, highlighting critical human resource issues for organizational success, and re-examining key assumptions. and clarifying in the organization that these goals can be achieved based on the model presented in this research.