طراحی الگوی مدیریت آثار و پیامدهای تنوع نیروی انسانی بر سرمایه اجتماعی نیروی کار

Abstract
The diversity of the workforce is of great importance in management activities, and managers need training in order to effectively manage diversity and provide effective strategies to manage such differences; Therefore, the current research was conducted with the aim of identifying the effects and consequences of diversity on social capital in the General Department of Cooperation, Labor and Social Welfare of Sistan and Baluchistan province.
Introduction
One of the most important challenges that organizations of the present century face in the field of human resources, as the most important asset and capital of any organization, is the diversity of human resources. Workforce diversity means that today's organizations are faced with heterogeneous groups in different aspects such as gender, age, race, etc. (Quinn, 2016).
Iran is experiencing a new variety of workforce. Therefore, organizations should adopt policies for calling, training, compensation, and motivation for heterogeneous and diverse workforce. This seems more necessary in the province of Sistan and Baluchistan because this province, with a high amount of ethnic and religious diversity, has very suitable potential conditions for the comprehensive management of the diversity of human resources; But unfortunately, not much action has been taken in this regard; Which shows the poor management or the lack of proper management of the diversity of human resources in the government institutions of this province, which makes it an undeniable necessity to pay attention to the topic of diversity and its management in the province of Sistan and Baluchistan. Today, large organizations have started to take advantage of the diversity of human resources in the work environment and its management. In the meantime, the Department of Cooperative, Labor and Social Welfare is not exempt from this. Considering that the mission of the Department of Cooperatives, Labor and Social Welfare is policymaking, strategic planning, monitoring and supervision in order to regulate work relations based on the principle of tripartism, preservation and protection of the workforce, development and empowerment of cooperatives, Creating balance in the labor market and supporting the stabilization of jobs and establishing social justice in the fields of insurance, support and empowerment by observing the principles of comprehensiveness, adequacy and comprehensiveness are based on the insurance law. Therefore, in order for this organization to have the necessary capacities for the correct use of the diversity of its human resources and to carry out the assigned tasks and organizational plans in this direction, it must have the necessary capacities to understand the concept of the diversity of human resources in Provide working relationships and diversity management among employees and managers. Also, the title of this research was one of the research priorities of the Department of Cooperation, Labor and Welfare of Sistan and Baluchistan province and was approved by the research staff of that department. Therefore, the current research seeks to identify the effects and consequences of diversity of human resources in the relations between employees in the work environment and its management in the department of cooperation, labor and social welfare of Sistan and Baluchistan province.
Case study
Department of Cooperation, Labor and Social Welfare of Sistan and Baluchestan Province
Materials and Methods
The research method is mixed (qualitative-quantitative) with an exploratory approach according to the applied purpose and according to the type of data; In this way, 187 articles in the field of diversity and social capital were analyzed and research indicators were identified using metacomposite method. The statistical population in the qualitative part of the research included 22 academic and professional experts familiar with the subject, who were selected by judgmental sampling and snowball methods, and the dimensions, components, and indicators counted in the form of a Delphi questionnaire were provided to the experts. It is given that after four rounds of Delphi, a consensus was reached among the experts, and then it was analyzed using the metacombination method with Sandelowski and Barso's approach. In order to validate the research model, a research questionnaire was designed and distributed among 122 sample members, including managers and experts of the Department of Cooperatives, Labor and Social Welfare of Sistan and Baluchistan province. In order to analyze the data and check the explained hypotheses, Lisrel and spss software and appropriate statistical methods have been used.
Discussion and Results
Finally, based on the research findings, a total of 3 dimensions, 20 components and 195 codes for diversity management indicators were discovered and labeled in this research. Factors such as information processing and interpretation, social and individual perception, interaction and cooperation, creativity and innovation, collaborative decision-making, cultural synergy and overlap, job satisfaction, trust, social cohesion, communication, job training, growth and development, conflict and Discrimination, organizational productivity, organizational commitment, performance evaluation, networking and social inequality, leadership power and position, recruitment and attraction of talented employees in the three dimensions of social capital (structural, relational, cognitive) have been identified as the most important effects and consequences of diversity management. Considering that the value of t statistic for all relationships is higher than 1.96, all relationships between all diversity indicators and dimensions of social capital are significant and approved at the 95% confidence level.
Conclusion
In the current research, the three dimensions of social capital formed the main foundations of the diversity management model in the cooperative, labor and social welfare administration. None of the previous researches have presented a comprehensive model that considers all the effects and consequences of diversity management on social capital; But in the current research, in addition to the dimensions and components identified in the previous studies, with a more scrutinizing and detailed look, more comprehensive and new components of diversity management were introduced and finally, according to the local conditions of the country, a model Comprehensive was presented; So that the amount of dispersion of previous research findings is reduced and more emphasis is placed on coherence and integration. In the following, according to the results obtained from the analysis of the views and opinions of experts obtained from the meta-combination method and the Delphi method about the variables, dimensions and components related to diversity management in the cooperative, labor and social welfare department of Sistan and Baluchistan province. It was found that the experts (Delphi panel experts) agreed on 3 dimensions, 20 components and 195 indicators for diversity management in the selected public sector organization in this province. On the other hand, according to the criteria considered in the confirmatory factor analysis, the presented model had sufficient validity. In the following, according to the opinion of managers and experts of the Department of Cooperative, Labor and Social Welfare in Sistan and Baluchistan province, regarding the structural dimension of social capital, organizational commitment, organizational productivity; In relation to the relational dimension of social capital, job training, dynamics and performance, social cohesion; In relation to the cognitive dimension of social capital, synergy and cultural overlap; They have little utility.