مدیریت مسیر شغلی و جانشین‌پروری: تبیین نقش تعدیل‌گری فرهنگ مربی‌گری

نوع مقاله: مقاله پژوهشی

نویسندگان

1 دانشجوی دکتری مدیریت - مدیریت منابع انسانی، دانشکده مدیریت و اقتصاد، دانشگاه سیستان و بلوچستان، زاهدان، ایران.

2 استادیار، دانشگاه دریانوردی و علوم دریایی چابهار، چابهار، ایران

3 دانشیار، دانشگاه آزاد اسلامی واحد مشهد، مشهد، ایران

چکیده

برنامه جانشین‌پروری به‌وجود‌آورنده چارچوبی است که از‌طریق آن، سازمان‌ها می‌توانند به چالش‌ مهم خلأ افراد متخصص و شایسته و افزایش نیاز به مدیران توانمند در سال‌های آینده پاسخ دهند. با توجه به اهمیت این موضوع و همچنین روند مسیر شغلی افراد و توجه اندک سازمان‌ها به مربی‌گری جهت تقویت منابع انسانی، پژوهش حاضر با هدف بررسی نقش تعدیل‌گر فرهنگ مربی‌گری در رابطه بین مدیریت مسیر شغلی و جانشین‌پروری انجام شد. روش انجام پژوهش توصیفی- پیمایشی و از نوع مقطعی است. جامعه آماری پژوهش را 218 نفر از سرپرستان و مدیران دستگاه‌های اجرایی شهرستان شیراز تشکیل دادند که با روش نمونه‌گیری خوشه‌ای– طبقه‌ای، 136 نفر به‌عنوان نمونه انتخاب شدند. داده‌های مورنیاز توسط پرسشنامه جمع‌آوری و با استفاده از روش الگویابی معادلات ساختاری در محیط نرم‌افزاری SmartPLS 3 تجزیه ‌و تحلیل شد. نتایج نشان‌داد که مدیریت مسیر شغلی و فرهنگ مربی‌گری با جانشین‌پروری رابطه‌ای مستقیم و معنادار داشته و با حضور فرهنگ مربی‌گری رابطه بین مدیریت مسیر شغلی و جانشین‌پروری تقویت ‌می‌شود.

کلیدواژه‌ها


عنوان مقاله [English]

Career path Managmenet and Succession: To Explain the Moderating role of Coaching Culture

نویسندگان [English]

  • Najme Mehdibeigi 1
  • Esmaeil Yaghoubi 2
  • Seyed Moslem Seyedalhoseni 3
1 Candidate Student of Management - HRM,
2 Assistant Professor , Chabahar Maritime University, Iran.
3 Associate Professor, Islamic Azad University – Mashhad Branch, Mashhad, Iran
چکیده [English]

 
 
Abstract
It is important for organizations to maintain the efficient and valuable forces of the organization in the current era; for this reason, attention to the planning and human resources management and also career path planning in organizations are growing. This topic has turned managing and planning of the career path to one of the most advanced topic of human resource management.
Introduction
Succession is a process through which powerful and talented forces are prepared for enterprise and key posts through planning and programs in line with the organization's overall strategy (Amin et al., 2017:4). In the modern perspectives of succession, Organizations have become more aware of the importance of the outlook for this process. They not only have a choice at the managerial level, but also a choice at all levels of organization, preparation, development and maintenance of future-oriented leaders (Heinein & OˈNeill, 2004:70). The issue of succession in recent decades has attracted many managers and decision makers, for this reason, it is necessary to obtain appropriate and adequate information on the factors affecting the succession in managing organizations. Preparing and developing human resources for future positions and succession is possible through learning (yaghoubi et al., 2014: 39) Coaching is one of the most Considered ways in learning through which a supportive relationship is established between coach and person under his coaching. In this way, a wide range of behavioral skills and effective ways to help a person to achieve the goals set for the development of professional performance, personal satisfaction and ultimately organizational effectiveness (Mooghali et al., 2013: 162). In the last decade, the creation of a culture of coaching and its application in the organization has attracted many managers and employees. Therefore, in this study, according to the career path and the process of succession in the government executive agencies to accommodate people in jobs and approved posts, researchers are seeking to answer this question: “does the coaching culture play a moderator role in the relationship between career path management and succession?”
Case Stady
The statistical population of this research included Supervisors and managers of executive agencies in Shiraz (218 people). The sample size was estimated 136 people and cluster - stratified sampling method was used.
Materials and Methods
In terms of purpose, this is an “applied” research and due to the nature and the method of the research, is “descriptive - correlation survey”. Data collection tool was Career Path Management questionnaire of Delong (1982), succession Planning questionnaire of Kim (2006), Coaching culture Researcher made questionnaire. Cronbach's alpha was used to determine the reliability that the coefficient for Career Path Management questionnaire was 0.88, for Succession Planning questionnaire was 0.85 and for Coaching Culture questionnaire was 0.81. Also, Face Validity was used to determine the validity. Structural equation modeling using SmartPLS 3 software was used to analyze data and confirm or reject hypotheses.
Discussion and Results
The main Hypothesis
-  Coaching culture has a moderating role in the relationship between Career Path Management and succession planning.
Sub-hypotheses
-  Career Path Management has the role in succession planning.
-  Coaching culture has the role in succession planning.
 
According to results Career Path Management has a positive and significant effect on the succession planning. Also, the moderating role of coaching culture in the relationship between Career Path Management and succession planning is approved and coaching culture is a positive and incremental modifier on the above relationship, so that with the presence of coaching culture the relationship between Career Path Management and succession planning is strengthened.
 
Conclusion
The results of this study showed that coaching culture strengthens the relationship between career path management and succession; therefore, it is desirable for executive agencies to pay special attention to the creation of this kind of culture in the organization and if there is a coaching culture in the organization, applied actions to improve and strengthen it should be done. In order to implement and execute the coaching culture in the organization, it is desirable to pay attention to coaching skills, including team building, interpersonal communication skills, and operational modeling, such as apprenticeship. Varied learning methods, such as 360-degree feedback, self-learning learning methods, the use of various and up-to-date technologies in teaching and learning should be considered and most importantly, the coach should have an active and special presence in all the stages

کلیدواژه‌ها [English]

  • Career Path Management
  • Succession Planning
  • Coaching culture

1- Ahmady Baladehy, S.M.; Salehi, M. (2016). Succession Planning and its relation to the leadership style of commanders and managers. Quarterly Journal of Supervision and Inspection, 10(35): 71-102. (In Persian)

2-Amin; F.; Naderi Khorshidi, A.; Vahed, A.R. (2017). An investigation on succession in Iran Water Resource Management. Journal of Research in Human Resources Management, 9(3) (serial no.29): 76-100. (In Persian)

3- Ashley‐Timms, L. (2012). Return on investment guaranteed: effecting transformation and sustaining change with coaching. Industrial and Commercial Training, 44(3): 159-163.

4- Barclay. B. W.; Chapman, Jared R.; Brown, Bruce L. (2013). Underlying Factor Structure of Scheinˈ Career Anchor Model. Journal of Career Assessment, 21(3): 430-451.

5- Carsten, M.; Uhl-Bien, M.; West, B.; Patera, J.; McGregor, R. (2010). Exploring social constructions of followership: A qualitative study. The Leadership Quarterly, 21: 543–562.

6- DeLong, T. J. (1982). Reexamining the career anchor model. Personnel, 59(3), 60-61.

7- Eydi, A.; Dianati, M. (2008). Evaluation centers, a new method of succession. Tadbir, 139: 26-31. (In Persian)

8-Farzadnia, F. (2009). Models of Coaching Process in Management. Tadbir, 212: 20-25. (In Persian)

9- Fathi Vajargah. K.; Khorasani. A.; Daneshmandi, S.; Arman, M. (2014). Studying the coaching model in training of human resource based on grounded theory. Organisational Culture Management, 12(3): 375-398. (In Persian)

10- Ganjali, A.; Abdolhosaynzadeh, M.; Teymourian, M. (2013). Examining Competency criteria in the Quran. Journal of Islamic and Management Researches, 1(7): 91-114. (In Persian)

11- Gholipor, R.; Hashemi, M. (2015). The Effect of Mentoring on Succession Planning: Focusing on Individual Development Plan. Journal of Research in Human Resources Management, 7(2): 25-52. (In Persian)

12- Gholipour, A. (2012). Heuman Resourve Management (concepts, theories and applications). 4th edition, Tehran: The Organization for Researchin and Composing of University Textbooks in the Humanities (Samt). (In Persian)

13- Greenhaus J.; Callanan G.; Kaplan E. (1995). The role of goal setting in career management; The International Journal Of Career Management, 7(5): 3-12.

14- Heinen, J.S.; oˈNeill, C. (2004). Managing talenet to maximize performance. Employment Relations Today, 31(2): 67-82.

15- Helton, K.; Jackson, R. (2007), Navigating Pennsylvania’s dynamic workforce: Succession planning in a complex environment. Public Personnel management, 36(4): 335-347.

16- Hossaini, M.; Ghaderi, S.(2009). Model of Affecting Factors on the Quality of Banking Services. Journal of Business Management, 3(36): 89-115. (In Persian)

17- Hunt, J.y.; Weintraub, J. (2007). The coaching organization. USA: sage publication.

18- Javadiyegane, M.; Azizi, J. (2008). Study the Youth’s Interest in Cultural and Social Identity (with the Emphasis on the Role of Using Mass Media). Iran Culture Research, 1(3): 183-213. (In Persian)

19- Khaef elahy E, A.; Sherafat, Sh.; (2015). The Effects of Career Aspects on Organizational Outcomes through Consideration of Job Factors. Journal of Research in Human Resources Management, 6(4): 157-182. (In Persian)

20- Kim, Y. (2006), Measuring the value of succession planning and management: A qualitative study of U.S. affiliates of foreign multinational companies. Thesis for Ph.D Degree, The Pennsylvania State University, Uited State of America.

21- Mahdavi. S.M; Asadi, T. (2009). A sociological survey about effective social factors on job satisfaction (A case study of Tehran`s railway personnel). Journal of Iranian Social Development Studies (JISDS), 1(1): 27-50. (In Persian)

22- Mashhoudi, M. (2010). Competency Approach in Human Resource Management. Tadbir, 215: 14-19. (In Persian)

23- McGuire, D.; Polla, G.; Heidl, B. (2017). Unlocking hospitality managers career transitions through applying Schein’s career anchors theory. European Journal of Training and Developing, 41(7): 578-592.

24- Moali Tafti, M.; Tajeddini, M. (2008). Succession Planning, the key to salvation in the talent crisis. Tadbir, 19(199): 66-67. (In Persian)

25- Mooghali, A.R.; Ahmadi. S.A.; Azar, A.; Khodami, A.S. (2012). Identifying the Affecting Factors on Developing Coaching organization. Management Studies in Development and Evolution, 23(71): 161-185. (In Persian)

26- Mooghali, A.R.; Ahmadi. S.A.; Azar, A.; Khodami, A.S. (2013). Coaching Organization Model in Iran’s Insurance Industry According to Human Resources, Business Fields, and Mediatory Role of Coaching Culture. Public Management Researches, 6(21): 25-48. (In Persian)

27- Moradi Shirazi, A; Gholipour, A.; Abooyi Ardekani, M. (2013). Designing the model of succession planning system for key jobs at Suppliying Automative Parts Company (SAPCO). MA Thesis, Faculty of Management, Universirty of Tehran, Tehran, Iran. (In Persian)

28- Rothwell, W.J. (2002), Putting success into your succession planning, Journal of Business strategy, 23(3): 32-37.

29- Rothwell, W.J. (2005). Effective succession planning: Insuring leadership continuity and building talent from within, Newyork: American Management Association.

30- Rothwell, W.J. (2010). Effective succession planning: Ensuring Leadership Continuity and Building Talent from within. 4thedition, New York: American Management Association.

31- Rrashki, M.; Salarzehi, H.; kamalian, A.R.; Seyyed Naghavi, M.A.; vazife, Z. (2017). Proposing a Pattern for Effective Determination and Establishment of Entrepreneurial Talent using a Meta-synthesis Approach. Journal of Enterpreneurship Development, 10(2) (serial no 36): 259-278. (In Persian)

32- Samiee, F.; Sadeghian, A.; abedi. M.R. (2014). Desires and Successes in Managers' Carriers. Journal of Research in Human Resources Management, 6(1): 53-77. (In Persian)

33- Sarlak, M.A. (2011). The emerging figures of the organization in the 21st century (theories, applications, and challenges), Tehran: Marja Danesh. (In Persian)

34- Sayyed Naghavi, M.A.; Yaghoubi, S. (2012). Fundamentals of Human Resource, Tehran: Mahkameh Publishing. (In Persian)

35- Schein, E. H. (1999b). The corporate culture survival guide. San Francisco, CA: Jossey-Bass.

36- Schein, Edgar H. (1996). Career Anchors Revisited: Implications for Career Development in the 21st Century. Academy of Management Executive, 10(4): 80–88.

37- Seyed Javadin, S.R.; Hasan Gholipour, T.; Gholipour, A.; Hajikarimi, A.; Karimi Jafari, F. (2017). Designing Career Adaptability Model (Case study: Shazand Petrochemical Company). Public Management Researches, 10(36): 31-62. (In Persian)

38- Seyed Javadin, S.R.; Jalilian, H. (2017). Management Theories. 6th Edition, Tehran: Negahedanesh. (In Persian)

39- Sheikhesmaeili, S.; Hazbavy, S. (2016). Designing a Model for Effective Factors on Career Orientations. Journal of Research in Human Resources Management, 8(1) (serial no 23): 55-78. (In Persian)

40- Spencer, L. (2011). Coaching and training transfer: A phenomenological inquiry into combined training – coaching programmes. International Journal of Evidence based Coaching and Mentoring, Special issue, 5: 1-18

41- Sweeney, T. (2008). Coaching Your Way to the Top. Development and learning in organization, 39(3): 170-173.

42- Xue, A., Bradley, J.; Liang, H. (2011). Team climate, empowering leadership, and knowledge sharing. Journal of Knowledge Management, 15(2): 299-312.

43- Yaghoubi, N.M.; Shukuhy, J.; Raiisi Shahroye, H.; Sayyedi, F. (2014). Influences of ladership styles on organizational performance with mediating role of organizational learning and innovation. Research journal Change Management, 17(14): 32-56. (In Persian)

44- YuWong, A.L. (2007). Making Career Choice: A study of Chinese Management. Journal Human Relations, 60(8): 1211-1233.

45- Zeynoddini Bidmeshki, Z.; Adli, F.; Vaziri, M. (2014). Comparing the Present and Ideal Situation of Succession Planning and Talent Management in Higher Education. Qurterly Journal of Researc and Planning in Higher Education, 20(2): 51-72.