بررسی تأثیر نقاط قوت ادراک‌شده سیستم منابع انسانی در سازمان بر حمایت از تغییر توسط کارکنان با نقش میانجی پذیرش و آمادگی تغییر و تعدیل گری رهبری اصیل

نوع مقاله : مقاله پژوهشی

نویسندگان

1 استادیار، گروه مدیریت دولتی، دانشگاه پیام نور، تهران، ایران.

2 استادیار، گروه مهندسی صنایع، دانشگاه پیام نور، تهران، ایران.

3 کارشناسی ارشد مدیریت دولتی، دانشگاه پیام نور، تهران، ایران.

چکیده

سیستم منابع انسانی نقش مهمی در تسهیل تغییرات موفقیت­آمیز سازمانی و کمک به عملکرد پایدار سازمانی دارد. این نقش بیان­کننده نقاط قوت منابع انسانی در سازمان­ها است. پژوهش پیش­رو باهدف بررسی تأثیر نقاط قوت ادراک‌شده سیستم منابع انسانی در سازمان بر واکنش‌های کارکنان نسبت به تغییر انجام گرفته است. پژوهش حاضر به لحاظ هدف از نوع کاربردی و به لحاظ اجرا توصیفی-پیمایشی با رویکرد مدل­سازی معادلات ساختاری می­باشد. جامعه آماری پژوهش حاضر را کلیه کارکنان دادگستری و شورای حل اختلاف شهرستان درگز و بخش لطف‌آباد به تعداد 180 نفر تشکیل می‌دهند. نمونه آماری با استفاده از جدول مورگان، 118 نفر تعیین شد که با استفاده از روش نمونه­گیری تصادفی ساده انتخاب گردید. ابزار گردآوری داده‌ها پرسشنامه است که از سه پرسشنامه آلفس و همکاران (2019)، هولت و همکاران (2007) و والومبوا و همکاران (2010) استفاده شده است. روایی محتوایی-صوری توسط متخصصان و روایی سازه به روش تحلیل عاملی تأییدی بررسی و مورد تأیید قرار گرفت. به‌منظور تجزیه‌وتحلیل داده‌ها از روش آمار توصیفی و استنباطی و روش حداقل مربعات جزئی به‌وسیله نرم‌افزارهای SPSS و SmartPLS استفاده شد. نتایج پژوهش نشان داد که نقاط قوت ادراک‌شده سیستم منابع انسانی بر پذیرش، آمادگی و حمایت از تغییر توسط کارکنان تأثیر مثبت و مستقیمی دارد. همچنین پذیرش تغییر و آمادگی برای تغییر توسط کارکنان، رابطه بین نقاط قوت ادراک‌شده سیستم منابع انسانی و رفتار حمایت از تغییر را میانجی‌گری می‌کند و در نهایت رهبری اصیل سازمان رابطه بین نقاط قوت ادراک‌شده سیستم منابع انسانی و رفتار حمایت از تغییر توسط کارکنان را تعدیل نمی‌کند.

کلیدواژه‌ها

عنوان مقاله [English]

Investigating the Effect of Perceived Strengths of the Human Resources System in the Organization on Support of Change by Employees with the Mediating Role of Accepting and Reactions to Change and Moderator Role of Genuine Leadership

نویسندگان [English]

  • Zahra Rajaei 1
  • Sayyid Ali Banihashemi 2
  • Zeinab Kosari 3
1 Assistant Professor, Department of Management, Payame Noor University, Tehran, Iran.
2 Assistant Professor, Department of Industrial Engineering, Payame Noor University, Tehran, Iran.
3 MSc, Department of Management, Payame Noor University, Tehran, Iran.
چکیده [English]

Extended Abstract
Abstract
Leading research has been conducted to investigate the effect of perceived strengths of the human resources system in the organization on employees' reactions to change. In terms of nature and method, the research is a descriptive-survey research and has been conducted with an applied purpose. The data collection tool is a questionnaire that measures the perceived strengths of the human resource system from the Alfs et al. (2019) questionnaire, readiness for organizational change from the Holt et al. (2007) questionnaire, and assessing genuine leadership from the Valomboa et al. (2010) questionnaire was used. Content-face validity was reviewed and confirmed by experts and construct validity was confirmed by confirmatory factor analysis. Convergent validity for variables greater than 0.525 was obtained. Cronbach's alpha coefficient of perceived strengths questionnaires was calculated to be 0.870. The results of this study showed that the perceived strengths of the human resources system have a positive and direct effect on acceptance, readiness and support for change by employees. Also, acceptance of change and readiness for change by employees mediate the relationship between perceived strengths of human resource system and change support behavior, and finally the original leadership of the organization does not moderate the relationship between perceived strengths of human resource system and change support behavior by employees.
 Introduction
Previous research has shown the important role and impact of human resources on organizational change and researchers have named this factor as an essential factor for organizational change; However, no studies have been conducted that show the impact of human resources on organizational change and the positive attitude of employees towards change and their support for organizational change. This factor that can make organizational change in the minds of employees positive and useful and motivate their support is due to the strengths of the organization's human resources system and is an important internal factor in employees' reactions to change. Regarding the role of human resource strengths in organizational change, studies have shown that this factor has an important role in managing the content of change and implementation of change and leads to successful implementation of organizational change and also leads to successful organizational change, sustainable organizational performance. Therefore, it is important to identify the mechanisms through which the strengths of the human resources system can affect organizational change, readiness for change, acceptance and support in organizations. Accordingly, this study intends to show the role of strengths of the human resources system in strengthening the positive reactions of employees to change and also to act in a way that supports employees in organizational change.
Case study
The statistical population of the present study is 180 employees of Justice and Dispute Resolution Council of Dargaz city and Lotfabad ward. The statistical sample in this study was determined according to Morgan table of 118 people.
 Materials and Methods
The present study is in the category of applied research, in terms of the nature of the data used is a quantitative research and in terms of the nature and method of cognition is a descriptive-correlational research. The validity of the questionnaire was assessed through three types of exponential validity, convergent and divergent, and its reliability was assessed by three types of Cronbach's alpha, combined reliability and factor loading coefficients. In order to describe the research findings, descriptive statistics and inferential statistics have been used. Descriptive statistics (chart, mean, standard deviation, etc.) and SPSS software were used to analyze demographic variables and to measure them. It was done partially using Smart PLS software.
Discussion and Results
The results showed that the variable of the perceived strengths of the human resources system on the support of change by employees is confirmed by the mediating role of the two variables of acceptance of change by employees and readiness for change. In these two paths, the mediating role of readiness for change with a total effect of 0.864 is greater than the mediating variable of acceptance of change with a total effect of 0.783. Also, the moderating role of the authentic leadership variable in the relationship between the two variables of the perceived strengths of the human resources system and support for change by employees was tested. Because the t statistic was equal to 0.385 and less than 1.96, therefore, the path is not significant.
Conclusion
The purpose of this study is to investigate the role of human resource system strengths in strengthening the positive reactions of employees to change, in a way that supports employees in organizational change. Perceived strengths of the human resources system are an important and effective factor in accepting organizational change, readiness to accept organizational change and also supporting organizational change by employees. The importance of perceived strengths of the human resources system is that it leads to the correct management of human resources and facilitates the achievement of organizational goals, and this is effective in the behaviors and reactions of employees to organizational change. Policies and strategies, as well as executive approaches to human resource management in organizations, as well as preparing employees to accept change, are among the methods of implementation of perceived strengths of the human resources system that can affect employees' mentality and improve their response to change.

کلیدواژه‌ها [English]

  • Perceived Strengths of the Human Resource System
  • Change Acceptance
  • Preparation for Change
  • Supporting the Change
  • Authentic Leadership

مراجع

منابع فارسی
اردلان، محمدرضا؛ عرفانی­زاده، فریبرز؛ سلطان‌زاده، وحید (1398). آمادگی برای تغییر: تبیین نقش تعهد سازمانی، تعهد شغلی و روابط اجتماعی در مکان کاری، پژوهش‌نامه مدیریت تحول، 22، 206-185.
ترک‌زاده، جعفر؛ عبد شریفی، فاطمه (1394). پیش‌بینی آمادگی برای تغییر سازمانی بر اساس ادراک کارکنان بانک از نوع ساختار سازمانی با نقش واسطه‌گری انسجام سازمانی، مطالعات مدیریت بهبود و تحول، 24(78)، 64-33.
کاملی، محمدجواد؛ بختیاری اصل، طیبه؛ لطفی آرباطان، ابوالفضل؛ پور فرج، اکبر (1392). بررسی الگوهای رفتاری کارکنان در مقابل تغییر، مطالعات مدیریت بهبود و تحول، 22(70)، 134-103.
عباسپور، محمدرضا؛ اکبری، احمد؛ زیرک، مهدی؛ مؤمنی مهمویی، حسین (1398). شناسایی مؤلفه‌های رهبری اصیل در آموزش‌وپرورش و ارزیابی وضعیت موجود، نوآوری­های مدیریت آموزشی، 55، 128-144.
شیرازی، علی؛ محمدی، محمد (1399). بررسی نقش میانجی جو اخلاقی در اثر رهبری اصیل و مدیریت منافقانه بر رفتارهای ضد شهروندی سازمانی، پژوهش­های مدیریت عمومی، 13(50)، 286-261.
یوسف بروجردی، راضیه؛ سیادت، سید علی؛ عزیزی شمامی، مصطفی؛ خلیقی­پور، سید عباس (1398). تأثیر سبک رهبری اصیل بر عملکرد شغلی کارکنان با میانجی­گری فضیلت سازمانی در دانشگاه علوم پزشکی اصفهان، پژوهشنامه­ مدیریت اجرایی، 11(22)، 55-35.
صدر، نفیسه سادات؛ خوراکیان، علیرضا؛ ملک­زاده، غلامرضا (1399). تأثیر تعهد عاطفی بر مقاومت کارکنان در برابر تغییر به‌واسطه نگرش و آمادگی برای تغییر، مطالعات مدیریت بهبود و تحول، 29(96)، 120-101.
خاکپور، مهناز؛ حاجی انزهایی، زهرا؛ اشرف گنجویی، فریده (1398). تأثیر رهبری اصیل بر آمادگی برای تغییر سازمانی با نقش میانجی سرمایه روان‌شناختی، مدیریت مدرسه، 7(3)، 125-141.
سپهوند، رضا؛ عارف­نژاد، محسن؛ شریعت­نژاد، علی (1397). تحلیل شاخصه­های هویت رهبری اصیل در راستای بهسازی منابع انسانی با استفاده از رویکرد فرآیند رتبه­بندی تفسیری (IRP)، پژوهش­های مدیریت عمومی، 11(39)، 227-199.
References
Abbaspoor, M., Akbari, A., Zirak, M. & Momeni-mahmouei, H. (2019). Identify the components of genuine leadership in education and assess the current situation. The Journal of Modern Thoughts in Education, 14(3), 128-144. (In Persian)
Akan, B., Ülker, F. E., & Ünsar, A. S. (2016). The effect of organizational communication towards resistance to change: A case study in banking sector. Economic Review: Journal of Economics and Business, 14(1), 53-67.
Alfes, K., Shantz, A. D., Bailey, C., Conway, E., Monks, K., & Fu, N. (2019). Perceived human resource system strength and employee reactions toward change: Revisiting human resource's remit as change agent. Human Resource Management, 58(3), 239-252.
Ardalan, M., Erfanizadeh, F. & Erfanizadeh, F. (2019). Readiness for Change: Explaining the Role of Organizational Commitment, Job Commitment and Social Relations in the Workplace. Transformation Management Journal, 11(2), 185-206. (In Persian)
Armstrong, M. (2014). A handbook of human resource management practice. Kogan Page Publishers. 13th Edition.
Bakari, H., Hunjra, A. I., & Niazi, G. S. K. (2017). How does authentic leadership influence planned organizational change? The role of employees’ perceptions: Integration of theory of planned behavior and Lewin's three step model. Journal of Change Management, 17(2), 155-187.
Burke, W. W., & Church, A. H. (1992). Managing change, leadership style, and intolerance to ambiguity: A survey of organization development practitioners. Human Resource Management, 31(4), 301-318.
Chahal, H., Jyoti, J., & Rani, A. (2016). The effect of perceived high-performance human resource practices on business performance: Role of organizational learning. Global Business Review, 17(3_suppl), 107-132.
Chin, W. W. (2010). How to write up and report PLS analyses. In Handbook of partial least squares. Springer, Berlin, Heidelberg.
Fornell, C., & Larcker, D. F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics. Journal of Marketing Research, 18(1), 39-50.
Henseler, J., Ringle, C. M., & Sarstedt, M. (2012). Using partial least squares path modeling in advertising research: basic concepts and recent issues. In Handbook of research on international advertising. Edward Elgar Publishing.
Herscovitch, L., & Meyer, J. P. (2002). Commitment to organizational change: extension of a three-component model. Journal of Applied Psychology, 87(3), 474-487.
Hewett, R., Shantz, A., Mundy, J., & Alfes, K. (2018). Attribution theories in human resource management research: A review and research agenda. The International Journal of Human Resource Management, 29(1), 87-126.
Hiatt, J. (2006). ADKAR: How to implement successful change in our personal lives and professional careers. Loveland, CO: Prosci Research.
Holt, D. T., Bartczak, S. E., Clark, S. W., & Trent, M. R. (2007). The development of an instrument to measure readiness for knowledge management. Knowledge Management Research & Practice, 5(2), 75-92.‏
Huselid, M. A., & Becker, B. E. (2011). Bridging micro and macro domains: Workforce differentiation and strategic human resource management. Journal of Management, 37(2), 421–428.
Kameli, M., Bakhtiyar, T., Lotfi, A. & Pourfaraj, A. (2013). Consideration of Employees’ Behavior Patterns against Change. Management Studies in Development and Evolution, 22(70), 103-134. (In Persian)
Kernis, M. H. (2003). Toward a conceptualization of optimal self-esteem. Psychological Inquiry, 14(1), 1-26.
Khakpour, M., Hajeanzahaie, Z. & Ashraf Ganjoui, F. (2019). Influence Authentic Leadership on Readiness for Organizational Change with Mediating Role of Psychological Capital. Journal of School Administration, 7(3), 141-125. (In Persian)
Lau, C. M., & Woodman, R. W. (1995). Understanding organizational change: A schematic perspective. Academy of management journal, 38(2), 537-554.
Longman, P. (2019). Longman Dictionary of Contemporary English, 6th Edition.
Lunenburg, F. C. (2010). Forces for and resistance to organizational change. In National Forum of Educational Administration and Supervision Journal, 27(4), 1-10.
Nelson, K., Boudrias, J. S., Brunet, L., Morin, D., De Civita, M., Savoie, A., & Alderson, M. (2014). Authentic leadership and psychological well-being at work of nurses: The mediating role of work climate at the individual level of analysis. Burnout Research, 1(2), 90-101.
Noe, R. A. (2010). Employee training and development. New York: McGraw-Hill. 5th Edition.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Peach, M., Jimmieson, N., & White, K. (2005). Beliefs underlying employee readiness to support a building relocation: A theory of planned behavior perspective. Organization Development Journal, 23(3), 9-22.
Ramazani, H. (2016). Investigating the relationship between organizational structure and acceptance of changes by the staff of the studied departments in the General Department of Education of Tehran, Master Thesis of Islamic Azad University, Centeral Tehran Branch. (In Persian)
Sadr, N., Khorakian, A. & Malekzadeh, G. (2020). Investigating the effect of Affective Commitment on Employees’ Resistance to Change through the Mediating Role of Attitudes and Readiness for Change. Management Studies in Development and Evolution, 29(96), 101-120. (In Persian)
Sepahvand, R., Arefnezhad, M. & Shariyatnezhad, A. (2018). Analysis of the Authentic Leadership Identity Indicators for Human Resource Improvement Using the Interpretative Ranking Process Approach (IRP). Management Researches, 11(39), 199-227. (In Persian)
Shirazi, A. & Mohammadi, M. (2021). Investigating the Mediating Role of Ethical Climate in the Effect of Authentic leadership and Hyprosity Management on Anti-Organizational Citizenship Behaviour. Management Researches, 13(50), 257-286. (In Persian)
Soparnot, R. (2011). The concept of organizational change capacity. Journal of Organizational Change Management, 24, 640-661.
Storey, J. (1992). Developments in the management of human resources: an analytical review. Blackwell.
Tang, K. N. (2019). Change management. In Leadership and Change Management (pp. 47-55). Springer, Singapore.
Tenenhaus, M., Amato, S., & Esposito Vinzi, V. (2004). A global goodness-of-fit index for PLS structural equation modelling. In Proceedings of the XLII SIS scientific meeting, 1(2), 739-742.
Timothy, R., Laverne, L., & James, F. (2011). Authentic Leadership and its Relationship to Ministerial Effectiveness. Journal of Applied Christian Leadership, 8(5), 56-75.
Torkzadeh, J. & Abdsharifi, F. (2015). Predicting the Readiness for Organizational Change Based on Staff Perceptions about Organizational Structure Type with the Mediating Role of Organizational Integrity. Management Studies in Development and Evolution, 24(78), 33-64. (In Persian)
Ulrich, D. (1997). Human resource champions. The next agenda for adding value and delivering results. Boston, MA: Harvard Business School Press.
Walumbwa, F. O., Wang, P., Wang, H., Schaubroeck, J., Avolio, B. J. (2010). Psychological processes linking authentic leadership to follower behaviors. The Leadership Quarterly, 21, 901–914.
Webster, M. (2020). Webster’s Dictionary. Available online, https://www.merriam-webster.com
Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation Science, 4(67), 1-9.
Wetzels, M. Odekkerken-Schroder, G. & Van Oppen, C. (2009). Using PLS path modeling for assessing hierarchical construct models: Guidelines and empirical illustration. MIS quarterly, 33(1), 177-195.
Xu, B. D., Zhao, S. K., Li, C. R., & Lin, C. J. (2017). Authentic leadership and employee creativity: testing the multilevel mediation model. Leadership & Organization Development Journal, 38(3), 482- 498.
Yousof Boroujerdi, R., Siadat, S., Azizi, M. & Khalighipour, S. (2020). A Study of the Effect of Authentic Leadership Style on Staff Job Performance with Mediation of Organizational Virtuousness in Isfahan University of Medical Sciences. Journal of Executive Management, 11(22), 35-55. (In Persian)
پژوهش های مدیریت عمومی
دوره 16، شماره 61 - شماره پیاپی 61
(علمی -پژوهشی)
آبان 1402
صفحه 161-192

فایل ها

هم رسانی

ارجاع به این مقاله

آمار