نوع مقاله : مقاله پژوهشی
نویسندگان
1 دانشجوی دکتری مدیریت منابع انسانی، دانشکده مدیریت و اقتصاد، دانشگاه سیستان و بلوچستان، زاهدان، ایران.
2 دانشیار گروه مدیریت دولتی، دانشکده مدیریت و اقتصاد، دانشگاه سیستان و بلوچستان، زاهدان، ایران.
3 دانشیار گروه مدیریت کارآفرینی، دانشکده مدیریت و اقتصاد، دانشگاه سیستان و بلوچستان، زاهدان، ایران.
چکیده
کلیدواژهها
عنوان مقاله [English]
نویسندگان [English]
Abstract
The aim of the research is to design a model for aligning the individual development program (IDP) with the career path in selected industries of Isfahan province. In this research, a qualitative method based on the foundation's data theorizing approach has been used. After selecting 16 people from industry experts and academic experts and human resource consultants with purposeful sampling method and semi-structured interview, data was collected. The result of these interviews was a set of primary themes that were collected during the open coding process and categories were extracted from them; Then, in the axial coding, the link between these categories under the Causal conditions, central phenomenon, contextual factors, intervening conditions and consequences of aligning the personal development program (IDP ) with the career path were determined in the form of a axial coding paradigm, And finally, in the selective coding stage, the course of the story was drawn. The results showed that the causal factors of aligning the IDP with the career path are the necessity of employee job matching, the lack of structure in the learning and development process, the speed of changes, the reduction of the organization's key capabilities, and the reduction of the employees' organizational affiliation. Organizational support, organizational structure and self-development thinking were identified as contextual factors, and the complexity of the development process, the diversity of the nature of people and organizations, and the use of software platform were the intervening factors of this phenomenon. The strategies related to aligning the IDP with the career path, evaluating people and jobs, identifying and formulating required competencies, setting goals and plans, implementing development plans, monitoring and periodic evaluation include. Increasing job satisfaction, increasing the capabilities and capacity of individuals and organizations, aligning individuals and organizations, improving organizational performance indicators, moving in the direction of a learning organization, and transparency and justice in the process of appointment and promotion were the consequences of aligning the individual development program with the career path
Introduction
The most important factor in economic, social, and cultural development and transformation, and the main factor in advancing society, is undoubtedly the human factor, and to achieve social and economic progress, special attention to the human factor is of great importance (Kumar et al., 2018). Human capital development is the main factor that contributes to greater profitability of organizations because it enables the organization to use all of its human capital creativity resources (Ven and Phong, 2021; Nguyen, 2020).
Human resource development is any process or activity that has the potential, initially or in the long term, to develop the working knowledge, expertise, productivity, or job satisfaction of individuals in a way that ultimately benefits the individual, group, or team, or the organization, society, nation, or humanity as a whole (Wang et al., 2017). Werner (2021) defines human resource development as a set of planned, regular, or systematic activities and actions that the organization considers for human resources in such a way that they have the opportunity to learn the necessary skills for both the current job and future needs (Werner, 2021). The main common denominator of all research in the field of human resource development is to create improvement. However, the three common and widely accepted components of human resource development that are accepted by everyone can be considered training and development (individual), career development, and organizational development (Wen and Fong, 2021).
Among the many methods that exist for developing human capital, the individual development program (IDP) has become one of the most important organizational development and learning programs in recent years in forward-looking and successful organizations (Rand, 2015). Systematic use of the individual development approach in the organization as an approach to gaining experience and learning can lead to the creation and strengthening of specific skills and knowledge in individuals that help them achieve the set goals. The main structure of the individual development program (IDP) can be considered as identifying learning needs, planning for competency development, and finally monitoring feedback on employee competency development (Grahnert et al., 2014). An individual development plan is a document that an organization prepares to create learning opportunities for employees, and through it, employees commit to learning. By receiving an individual development plan, employees accept their important and effective contribution to learning and developing their capabilities and are monitored through evaluation, feedback, and corrective action processes (Rand, 2015). In this regard, Gholipour et al. (2018) describe the individual development plan as a purposeful and documented structure of the employee's history over time, in which the efforts, achievements, and growth chart of the employees are displayed to the organization's stakeholders (Gholipour et al., 2018).
Another method of human resource development that has received attention in recent years is career planning or career path. Career planning has different definitions in the minds of different experts but in the same direction. Patton and McMahon (2006) define career development as a series of sequential processes of a job in an organization (Patton and McMahon, 2006). Mirsafian, citing Blaustein, describes career path from a human resources perspective and calls it job-related experiences that will determine the path or period of an individual's working life. They also state that employees must have the ability to cope, accept change, and continue in their career path (Mirsafian, 2018). The career path plan will provide goals for employees to put themselves on a path of development, thereby providing opportunities for personal advancement and procedures and methods (Abbaspour et al., 2017).
Therefore, on the one hand, considering what was mentioned, one of the requirements for having a successful and dynamic organization is to benefit from capable human resources and develop and excel in various ways. Also, since the success of the organization depends on the realization of the goals and needs of the individual and the organization in a balanced manner, and the methods proposed (individual development program and career path planning) each emphasize only one dimension (individual and organization), and it seems that the application of each alone will not lead to the realization of the desired results of the organization, And on the other hand, considering the studies conducted in the field and the lack of a comprehensive model that examines the individual's development plan in line with the needs of the organization, the results of this research will help organizations create a better fit between the job and the employee, ultimately leading to the efficiency and effectiveness of organizational activities.
Case study
The statistical population of this study consisted of 16 academic experts, scholars, and consultants in the field of human resources.
Materials and Methods
The sampling method for this research was non-probability and purposive, and data were collected using a semi-structured interview approach.
Discussion and Results
After conducting the initial semi-structured interviews, a set of initial themes was collected during the open coding process and categories were extracted from them; then, in the axial coding stage, the link between these categories was determined under the headings of causal conditions, axial phenomenon, strategies, contextual factors, intervening conditions, and consequences of aligning the individual development program with the career path in the form of the axial coding paradigm; and then, in the selective coding stage, the storyline was drawn and the initial model was calculated.
Conclusion
The results showed that the causal factors for aligning the individual development program with the career path are: the necessity of job-employee fit, lack of structure in the learning and development process, speed of change, reduction in key organizational capabilities, and reduction in employee organizational belonging. Organizational support, organizational structure, and self-development thinking were identified as underlying factors, and the complexity of the development process, the diversity of the nature of individuals and organizations, and the use of software platforms were the interfering factors of this phenomenon. Strategies related to aligning the individual development plan with the career path include assessing individuals and jobs, identifying and developing required competencies, setting goals and plans, implementing development plans, and periodic monitoring and evaluation. Increased job satisfaction, increased capabilities and capacity of individuals and the organization, alignment of individuals and the organization, improvement in organizational performance indicators, moving towards a learning organization, and transparency and fairness in the appointment and promotion process were the outcomes that resulted from aligning the individual development plan with the career path.
کلیدواژهها [English]
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