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Autor
Boudlaie Hasan (University of Tehran, Iran), Mahdiraji Hannan Amoozad (De Montfort University, United Kingdom), Shamsi Sabihe (University of Tehran, Iran), Jafari-Sadeghi Vahid (Coventry University, United Kingdom), Garcia-Pereze Alexeis (Coventry University, United Kingdom)
Tytuł
Designing a Human Resource Scorecard : An Empirical Stakeholder-Based Study with a Company Culture Perspective
Źródło
Journal of Entrepreneurship, Management and Innovation (JEMI), 2020, vol. 16, nr 4, s. 113-147, tab., rys., bibliogr. s. 137-145
Tytuł własny numeru
Company Culture Matters
Słowa kluczowe
Zarządzanie zasobami ludzkimi, Organizacje publiczne, Strategiczna Karta Wyników, Strategiczne zarządzanie zasobami ludzkimi, Dobrostan
Human Resources Management (HRM), Public organisations, Balanced Scorecard (BSC), Strategic human resources management, Well-being
Uwagi
Klasyfikacja JEL: J24, O15, D73, L1
streszcz., summ.
Abstrakt
Zarządzanie zasobami ludzkimi (ZZL) w organizacjach publicznych zarządzanych w oparciu o zrównoważoną kartę wyników wymaga innej narracji dla mapy celów strategicznych, niż w organizacjach prywatnych. Jednak kwestia ta nie jest szeroko dostrzegana i dyskutowana. Niniejsze opracowanie ma na celu identyfikację celów strategicznych i zaprojektowanie mapy strategii zarządzania zasobami ludzkimi z podejściem interesariuszy z perspektywy kultury firmy w oparciu o zrównoważoną kartę wyników, dzięki zgłębieniu i uwypukleniu obszarów, które powinny być w zmienionej narracji uwzględnione. Niniejsza eksploracja została przeprowadzona na drodze badań jakościowych, konkretnie poprzez analizę tematyczną dokonaną w oparciu o dane z Kish Free Zone Organization. W związku z tym, mapa strategii zasobów ludzkich oparta na zrównoważonej karcie wyników została przedstawiona przy użyciu uzyskanych tematów. Sześciostopniowy proces Clarke'a i Brauna oraz trzystopniowa metoda klasyfikacji tematycznej Attride-Stirlinga zostały połączone w sieć tematyczną, w rezultacie czego stworzono siedmiostopniowy proces badawczy. Dane zebrano na drodze wywiadów z interesariuszami jednostki ds. Zasobów Ludzkich (HR). Interesariuszami tymi są (1) pracownicy działu HR (2) pracownicy pozostałych komórek (3) kierownicy wyższego i średniego szczebla (4) rodzina pracowników (5) jednostki HR spółek powiązanych (6) emeryci i (7) klienci tej jednostki. Aby zidentyfikować cele strategiczne i mapę strategii zarządzania zasobami ludzkimi, po transkrypcji wywiadów zidentyfikowano 187 podstawowych tematów, 39 tematów organizacyjnych i 12 tematów globalnych, w tym (1) opracowanie polityk skoncentrowanych na rodzinie (2) promujących dobrostan, zdrowie i byt pracowników (3) poprawa produktywności działu HR (4) promowanie godności ludzkiej personelu (5) rozwój kultury organizacyjnej opartej na orientacji na klienta i innowacyjności (6) wzmocnienie pozycji pracowników (7) rozwój systemu informacji HR (8) strategiczna rekrutacja i utrzymanie pracowników (9) zarządzanie wydajnością i rozwój pracowników (10) strategiczna transformacja ZZL w oparciu o badania i reformę procesów (11) dostosowanie alokacji i wykorzystania budżetu HR do strategii organizacyjnej oraz (12) usprawnienie mechanizmu rozliczania budżetu kadrowego. Badanie to jest nowatorskie przedmiotowo poprzez proponowane podejście do przeprojektowania mapy strategii i zrównoważonej karty wyników z perspektywy zarządzania zasobami ludzkimi; metodycznie poprzez przyjęcie połączonego procesu analizy tematycznej i konstrukcji powiązanych narracji oraz podejścia interesariuszy z perspektywy kultury firmy. (abstrakt oryginalny)

Human resource management (HRM) in public organizations managed based on a balanced scorecard requires a different narrative on the map of strategic goals than in private organizations. However, this issue is not widely recognized and discussed. This study aims to identify strategic goals and outline an HRM strategy with a stakeholder approach from a corporate culture perspective based on a balanced scorecard by examining and highlighting areas that should be included in the revised narrative. This exploration was carried out through qualitative research, particularly a thematic analysis based on data from the Kish Free Zone Organization. Therefore, using the themes obtained, a human resources strategy map was presented based on a balanced scorecard. The six-step Clarke-Braun process and the three-step Attride-Stirling thematic classification method were combined into a thematic network, and a seven-step research process was created. Data was collected through interviews with stakeholders in the Human Resources (HR) unit. These stakeholders are (1) HR employees (2) employees of other entities (3) senior and middle management (4) family of employees (5) HR department of related companies (6) retirees, and (7) customers of this entity. To identify strategic goals and a human resource strategy map, 187 main topics, 39 organizational topics, and 12 global themes were identified after transcription of the interviews, including (1) the development of family policies (2) promoting the well-being, health, and well-being of employees (3) improving productivity HR department (4) promoting the human dignity of the staff (5) developing an organizational culture based on customer orientation and innovation (6) empowering employees (7) development HR information system (8) strategic recruitment and retention of employees (9) performance management and development employees (10) strategic transformation of HRM based on research and process reform (11) adjusting the allocation and use of the HR budget to the organization's strategy and (12) improving the accounting mechanism for the personnel budget. This study is innovative due to the proposed approach to redesign the strategy map and the balanced scorecard from a human resource management perspective, methodically, due to adopting a combined thematic analysis process and constructing related narratives and stakeholder approaches from a corporate culture perspective. (original abstract)
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Cytowane przez
Pokaż
ISSN
2299-7075
Język
eng
URI / DOI
https://doi.org/10.7341/20201644
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