آسیب شناسی فرایندهای مدیریت منابع انسانی از منظر انعطاف پذیری‌: مطالعه ای داده بنیاد در بخش دولتی

Abstract
The present study diagnoses Human Resource Management (HRM) practices flexibility in the public sector using the grounded theory method. In the 14 in-depth and semi-structured interviews conducted in this study, samples that included experts in HRM were selected using purposive sampling. To select the sample members, two criteria were considered: having an acceptable experience in the field of human resource management in the public sector and having academic knowledge in this area. The qualitative data obtained from the field studies were coded using the constructive grounded theory. This process consisted of four steps, including initial, focused, axial and selective coding, from which were extracted 109 initial codes, 13 focused codes and 5 main categories. Data analysis showed that now, the inflexibility of HRM practices in the Iranian public sector, harm the performance of organizations in this sector and effectiveness of these practices in 5 areas including recruitment, training, performance appraisal, compensation and human resource planning.
Introduction
The increasing rate of environmental change in recent decades has made flexibility in various areas of particular importance. Therefore, modern organizations need new performance standards that must be developed in order to achieve development and flexibility. The public sector, under the influenced by rapid environmental changes and changing demands and needs of citizens, has been forced to adopt flexible approaches. At the same time, the laws limit the flexibility of organizations in the field of human resource management. In the latest studies in the field of human resource flexibility, researchers have distinguished the flexibility of human resource management processes with human resource flexibility. The flexibility of human resource management processes plays a strategic role in the survival and success of an organization by helping it to adapt to complex and dynamic environments.
Materials and Methods
The present research is in the category of applied research in terms of research orientation. In addition, according to the general purpose of the research, the research method is of qualitative type and with emphasis on exploratory approach. The data collection tool was semi-structured interviews. In the present study, interviews with managers and experts of HRM in public sector were considered, and to collect rich data, we tried to identify HRM professionals on the basis of two main criteria: a significant experience in HRM field in the public sector, and academic knowledge in this field. We used constructivist Grounded Theory to gather, analyze and interpret data. Data analysis was based on an inductive process adopting a coding strategy containing 3 stages: initial coding, focused coding, and axial coding.
Discussion and Results
The first major issue related to the harms of low flexibility of human resource management processes in the public sector is the problems of the recruitment system, which focus on the codes of "weakness in attracting elites and talents" and "disappointing job applicants" is formed. The second major category regards performance appraisal problems consisting of the centralized codes of "goal shifting in performance appraisal" and "misuse of metrics". The centralized codes of "inefficiency of the reward system", "unfavorable output of coordinated payment system" and "mismatch between performance and compensation" became another major category related to the compensation system. The next category refers to the staff training system and consists of 3 focused codes: "failure to meet training needs", "impossibility to use valid training services" and "shifting goals in training". The last category of axial coding is HR planning system, which includes the centralized codes of "HR inflation in the public sector", "shortage of specialists in the public sector", "the weak promotion system" and "inability to maintain strategic forces".
Conclusion
The recruitment system of an organization should be able to meet its human resource needs. Currently, employment in the public sector is done through comprehensive tests, which, although from the perspective of employment justice is a big step towards the excellence of human resource management in this sector in recent years, but does not have enough flexibility and it faces challenges such as the long recruitment process, problems related to matching the content of the candidates' fields of study with the job titles, and so on. Also, the weakness of the existing laws in retaining the elites and talents causes serious damage to the recruitment system, which also arises from the lack of sufficient flexibility in the existing laws.
If the compensation system is not flexible enough, it will not be able to enhance the desired performance. If there is no difference between the rewards of people with different performance, they will not have an incentive to improve their performance, and this will cause indifference of employees and they will gradually be satisfied with the minimum level of performance.
Performance appraisal is one of the most important performance management tools and without a powerful and accurate evaluation system, it is not possible to improve performance. To evaluate the performance of public organizations, the same forms are used that do not have enough flexibility and do not have contingent variables such as the context of different organizations, different jobs and sensitive events.
In education system, just paying attention to filling the training hours and not paying attention to the content of the training courses and their necessity, causes the training needs not to be met and this issue has an adverse effect on the employees' performance. Also, requiring public organizations to use the educational services of a few special institutions reduces the flexibility and effectiveness of these courses. In the field of education, personal development is not given much importance and only the training courses passed in the organization are recognized as valid.
Most of the HR planning in public organizations is done by the Administrative and Recruitment organization, and without the active participation of the human resources management units of the public organizations, this system will not be effective. At present, due to the lack of necessary expertise in these organizations and the existing legal restrictions, this participation is at a low level and the necessary flexibility there is not in this system. The result of this conditions is the inflation of HR in the public sector at the same time as the shortage of skilled HR. This inflexibility also affects the promotion system and, in some cases, leads to discouragement of employees who have performed well and made significant progress in a short period of time.