INVESTIGATING THE ADMINISTRATIVE BARRIERS OF HUMAN RESOURCES DEVELOPMENT (A CASE STUDY OF RELIEF COMMITTEE OF IMAM KHOMEINI IN TEHRAN PROVINCE)

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1 INVESTIGATING THE ADMINISTRATIVE BARRIERS OF HUMAN RESOURCES DEVELOPMENT (A CASE STUDY OF RELIEF COMMITTEE OF IMAM KHOMEINI IN TEHRAN PROVINCE) Taher jafare PhD student of human resource management, Shakhes-Pajooh Institute, University of Isfahan, Iran Nahid Mohammadi Sabet PhD student in Human Resource Management, Index Research center of Pajoh, University of Isfahan, Iran Abstract The present research investigates administrative barriers of human resource development in Relief Committee of Imam Khomeini in Tehran province in the year Research methodology is futuristic, 85 individuals were selected through survey random selection using Morgan table. In this research, data were collected by two major methods of library study and field data collection. The instruments include researcher-made questionnaires with 40 questions, whose validity and reliability are tested and Cronbach s alpha determined its reliability For data analysis first descriptive statistics depict the research findings through diagrams, frequency tables and inferential statistics analyze finding through simple t-test and Friedman test. Key words: planning, human resource planning, human resource management, human resource planning and management Introduction Nowadays, human resources are proposed as an important strategic factor. Human resources are the most significant and valuable properties of an organization, office, factory or company. Most management scholars consider human resources management as a strategic process which moves in the direction of organization s main objective and the necessary procedures to achieve that goal. For Human resources planning various definitionsexist which some of them are mentioned here (Arabi, 2012): 1. Human resources planning is the process of creating and identifying objectives, policies and plans which are concerned with training, application and distribution of hum for economic purposes and other services. 144

2 2. Human resources planning is a process where the organization determines the number of officers, their expertise and knowledge, the jobs, and the time as needed. (Decenzo&Robbins) Statement of the problem Relief committee of Imam Khomeini has implemented its strategies based on identification and evaluation of weak points and strongpoints, threats and opportunities; but so far it has not been successful in involving human resources with strategic goals. The most serious administrative barriersin human resources planning are: Pessimism toward planning and prediction in especial cases; resistance of operative units against interference of central units; Lack of relationship between various activities in planning process, especially among commercial, financial and personal planning; Conflict and contradictions in set of human resources made by financial and personal units; Research questions Main question: What are the administrative barriers to human resource development? Subordinate questions: What are the administrative barriers to human resource planning? What are the administrative barriers to human resource development? Theoretical and operational definitions of research variables Human resources planning: Human resource planning is a process where the organization determines the number of officers, their expertise and knowledge, the jobs, and the time as it needs (Decenzo and Robbins, 1988, 79). Human resources management indicates a strategic approach toward absorbing, management, motivation, and access to commitment of key resources of organization i.e. people who work in it or for it (Armesterange, 1993, 33-34). Literature of research The necessity of planning in life is known to human beings as they are being evoled. indeed, such a necessity is arisen once all organizations make use of their limited resources to meet their needs in a dynamic environment. Definition of Human resources planning If we want to present a definition from human resources planning we ought to say that human resources planning indicate (Banet et al, 2009): 145

3 Human resource planning includes two main principles: 1. Attention to human resources needs of an organization and its evaluation 2. Attention to resources and sources of human resources and its utilization Human resources planning involve certain features and characteristics: 1. Awareness: creates clear and obvious assumptions on the subject of human resources; 2. Analyticity: relies on a set of judgments and facts; 3. Objectivity: creates a tool for organizational decision making in order to achieve goals of human resources especially organizational goals; 4. Determines prospects: predicts and prospects human resources issues. Methodology In this study, research and description are concerned, it is a descriptive study and correlation survey method is used here (Sarmad, 2004; Sa ebi, 2001). Statistical population and sampling The studied population here includes all managers, experts and officers of relief committee of Imam Khomeini in Tehran Province who are totally 110, decreased to 85 in final sampling. The sampling wasnecessary due to time and facilities limitations of the researcher. Data collection instruments Field method: in this study, questionnaire is used in two stages, the first questionnaire comprises 45 effective factors in strategic management of human resources adapted from current scientific models and experts idea, and it is distributed among 12 expert and main keys of relief committee. In this questionnaire, answers are based on a binary ofagreement-disagreement and its results are underlying for the second questionnaire (Khaki, 2003). Validity and reliability of measuring instrument Content validity Validity and reliability of questionnaire are determined. Cronbach s alpha is determined 0.96 which indicates high reliability of research instrument. Data analysis methods Main question: What are the administrative barriers to human resource strategic development? Subordinate questions: What are the administrative barriers to human resource planning? What are the administrative barriers to human resource strategic planning?what are the administrative barriers to human resource development? Descriptive statistics 146

4 For data analysis of descriptive statistics, we used table of frequency, mean, and standard deviation. Data showed that sample included 72 male and 11 female participants. The education factorwas found as 19 diplomas, 28 associate degrees, 30 Bachelors, 6 Masters. In terms of years of service (at committee), 9 under ten years of service, 40 between 11 to 20 years, 24 between 21 to 30 years and 10 above 30 years. Inferential statistics In order to identify the status of features and indexes of human resources planning and strategic planning we used single-sample t-test. First research question What are the administrative barriers to human resources planning? 1. Variables of human resources planning 1.1 Goals of human resources Table 1: single-sample t-test In Table 1: According to the value of t-statistics:1.173 with 82 degrees of freedom and level of significance compared to 0.05 level of significance it can be observed that zero hypothesis based on means of responses to human resources equal to average is not rejected (sig>0.05). Table 2: summary of human resources goals statistics In Table 2: According to the table above, the mean value of human resources goals (3.10) is almost equal to Human resources management missions Table 3: single-sample t-test

5 In Table 3: According to the value of t-statistics:1.390 with 82 degrees of freedom and level of significance compared to 0.05 level of significance it can be observed that zero hypothesis based on means of responses to human resources management missions equal to average is not rejected (sig>0.05). Table 4: summary statistics of human resources management missions In Table 4: According to the table above, the mean value of human resources management missions (3.12) is almost equal to Predicting the required human resources Table 5: single-sample t-test difference In Table 5: According to the value of t-statistics:0.760 with 82 Degreess of freedom and level of significance compared to 0.05 level of significance it can be observed that zero hypothesis based on means of responses to predicting required human resources equal to average is not rejected (sig>0.05). Table 6: summary statistics of predicting required human resources In Table 6: According to the table above, the mean value of human resources management missions (3.12) is almost equal to 3. Second research question What are the administrative barriers to strategic planning? 2. Variables of strategic planning 2.1 Organizational culture Table 7: Single-sample t-test difference In Table 7: According to the value of t-statistics:0.068 with 82 degrees of freedom and level of significance compared to 0.05 level of significance it can be observed that zero 148

6 hypothesis based on means of responses to organizational culture equal to average is not rejected (sig>0.05). Table 8: summary statistics of organizational culture In Table 8: According to the table above, the mean value of organizational culture (3.01) is almost equal to Organizational goals Table 9: Single-sample t-test difference In Table 9: According to the value of t-statistics: with 82 degrees of freedom and level of significance compared to 0.05 level of significance it can be observed that zero hypothesis based on means of responses to organizational goals equal to average is not rejected (sig>0.05). Table 10: summary statistics of organizational goals In Table 10:According to the table above, the mean value of organizational goals (2.95) is almost equal to Organizational strategy Table 11: Single-sample t-test t-statistics Degrees of freedom Sig. level significant difference In Table 11:According to the value of t-statistics:-2.832with 82 degrees of freedom and level of significance compared to 0.05 level of significance it can be observed that zero hypothesis based on means of responses to organizational strategy equal to average is rejected (sig<0.05). Table 12: summary statistics of organization strategy In Table 12:According to the table above, the mean value of organization strategy (3.01) is below

7 2.4 Organization structure Table 13: Single-sample t-test difference In Table 13: According to the value of t-statistics:-1.751with 82 degrees of freedom and level of significance compared to 0.05 level of significance it can be observed that zero hypothesis based on means of responses to organization structure equal to average is not rejected (sig>0.05). Table 14: summary statistics of organization structure In Table 14:According to the table above, the mean value of organization structure (2.85) is below 3. Third research question What are the administrative barriers to human resources development? 3 Variables of human resources development planning? 3.1. Quantitative and qualitative features Table 15: Single-sample t-test t-statistics Degrees of freedom Sig. level significant difference In Table 15:According to the value of t-statistics with 82 degrees of freedom and level of significance compared to 0.05 level of significance it can be observed that zero hypothesis based on means of responses to quantitative and qualitative features equal to average is rejected (sig<0.05). Table 16: summary statistics of quantitative and qualitative features In Table 16:According to the table above, the mean value of quantitative and qualitative features (3.85) is above Human resources strategies 150

8 Table 17: Single-sample t-test t-statistics Degrees of freedom Sig. level significant difference In Table 17:According to the value of t-statistics with 82 degrees of freedom and level of significance compared to 0.05 level of significance it can be observed that zero hypothesis based on means of responses to human resources strategies equal to average is rejected (sig<0.05). Table 18: summary statistics of human resources strategies In Table 18:According to the table above, the mean value organizational culture (2.75) is below Employees satisfaction Table 19: Single-sample t-test t-statistics Degrees of freedom Sig. level significant difference In Table 19:According to the value of t-statistics with 82 degrees of freedom and level of significance compared to 0.05 level of significance it can be observed that zero hypothesis based on means of responses to employees satisfaction equal to average is rejected (sig<0.05). Table 20: summary statistics of employees satisfaction In Table 20:According to the table above, the mean value of employees satisfaction (2.39) is below Employees performance Table 21: Single-sample t-test t-statistics Degrees of freedom Sig. level significant difference In Table 21: According to the value of t-statistics, with 82 degrees of freedom and level of significance compared to 0.05 level of significance it can be observed that zero hypothesis based on means of responses to employees performance equal to average is rejected (sig<0.05). 151

9 Table 22: summary statistics of organizational culture In Table 22:According to the table above, the mean value of employees performance (3.42) is above Human resources costs Table 23: Single-sample t-test difference In Table 23:According to the value of t-statistics, with 82 degrees of freedom and level of significance compared to 0.05 level of significance it can be observed that zero hypothesis based on means of responses to human resources costs equal to average is not rejected (sig>0.05). Table 24: summary statistics of human resources costs In Table 24:According to the table above, the mean value of human resources costs (2.83) is almost equal to Technology Table 25: Single-sample t-test difference In Table 25:According to the value of t-statistics, with 82 degrees of freedom and level of significance compared to 0.05 level of significance it can be observed that zero hypothesis based on means of responses to technology equal to average is not rejected (sig>0.05). Table 26: summary statistics of technology In Table 26:According to the table above, the mean value of technology (2.87) is almost equal to 3. -how the variables of human resources planning (human resources goals human resources missions, and predicting the required resources), strategic planning (organizational culture, 152

10 organizational goals, strategies and structure) and human resources development planning (qualitative and quantitative features, human resources strategies, employees satisfaction, employees performance and human resources costs) are ranked and prioritized in the Relief Committee? In order to rank each studied variable, Freidman test were used to identify their order of ranking. I. Ranking of human resources planning variables Table 27: mean ranking value of the variables Variables Mean value of ranking Human resources goals 1.99 Human resources management missions 2.10 Predicting required resources 1.91 Table 28: Friedman test N 83 K2 statistics Degrees of freedom 2 Sig According to Friedman test table and K2-statistics with 2 degrees of freedom and levels of significance compared to =0.05 it can be observed that the zero hypothesis based on equal priority of variables is not rejected. In other words, variables of human resources planning have equal priorities. II. Ranking of strategic planning variables Table 29: mean ranking value of the variables Variables Mean value of ranking Organizational culture 2.83 Organization goals 2.64 Organization strategy 2.13 Organization structure 2.41 Table 30: Friedman test N 83 K2 statistics Degrees of freedom 3 Sig

11 According to Friedman test table and K2-statistics , with 3 degrees of freedom and levels of significance compared to =0.05 it can be observed that the zero hypothesis based on equal priority of variables is rejected. Ranking resultshowed organizational culture, organizational goals, organization structure and organization strategy as the first, second, third and last priorities, respectively. III. Ranking human resources development planning variables Table 31: mean ranking value of the variables Variables Mean value of ranking Quantitative and qualitative features 5.20 Human resources strategies 2.84 Employees satisfaction 2.13 Employees performance 4.43 Human resources costs 3.21 Technology 3.19 Table 32: Friedman test N 83 K2 statistics Degrees of freedom 5 Sig According to Friedman test table and K2-statistics , with 5 degrees of freedom and levels of significance compared to =0.05 it can be observed that the zero hypothesis based on equal priority of variables is rejected. According to the ranking table it is observed that quantitative and qualitative features, employees performance, human resources costs, technology, human resources strategies and employees satisfaction are the first, second, third, fourth, fifth and sixth priorities, respectively. Results of analytical findings First research question: According to the value of t-statistics:1.173 with 82 degrees of freedom and level of significance compared to 0.05 level of significance it can be observed that zero hypothesis based on means of responses to human resources equal to average is not rejected (sig>0.05). According to the table of mean, the mean value of human resources goals (3.10) is almost equal to 3. Human resources management missions According to the value of t-statistics:1.390 with 82 Degrees of freedom and level of based on means of responses to human resources management missions equal to average is not rejected (sig>0.05).according to the mean table, the mean value of human resources management missions (3.12) is almost equal to

12 Predicting the required human resources According to the value of t-statistics:0.760 with 82 degrees of freedom and level of based on means of responses to predicting required human resources equal to average is not rejected (sig>0.05).according to the mean table, the mean value of human resources management missions (3.12) is almost equal to 3. Second research question: According to the value of t-statistics:0.068 with 82 Degrees of freedom and level of significance compared to 0.05 level of significance it can be observed that zero hypothesis based on means of responses to organizational culture equal to average is not rejected (sig>0.05).according to the mean table, the mean value of organizational culture (3.01) is almost equal to 3. Organizational goals According to the value of t-statistics: with 82 Degrees of freedom and level of based on means of responses to organizational goals equal to average is not rejected (sig>0.05).according to the mean table, the mean value of organizational goals (2.95) is almost equal to 3. Organizational strategy According to the value of t-statistics:-2.832with 82 Degrees of freedom and level of based on means of responses to organizational strategy equal to average is rejected (sig<0.05).according to the mean table, the mean value of organization strategy (3.01) is below 3. Organization structure According to the value of t-statistics:-1.751with 82 Degrees of freedom and level of based on means of responses to organization structure equal to average is not rejected (sig>0.05).according to the mean table, the mean value of organization structure (2.85) is below 3. Third research question According to the value of t-statistics with 82 Degrees of freedom and level of based on means of responses to quantitative and qualitative features equal to average is rejected (sig<0.05). According to the mean table, the mean value of quantitative and qualitative features (3.85) is above

13 Human resources strategies According to the value of t-statistics with 82 degrees of freedom and level of based on means of responses to human resources strategies equal to average is rejected (sig<0.05).according to the mean table above, the mean value organizational culture (2.75) is below 3. Employees satisfaction According to the value of t-statistics with 82 degrees of freedom and level of based on means of responses to employees satisfaction equal to average is rejected (sig<0.05).according to the mean table, the mean value of employees satisfaction (2.39) is below 3. Employees performance According to the value of t-statistics, with 82 degrees of freedom and level of based on means of responses to employees performance equal to average is rejected (sig<0.05).according to the mean table, the mean value of employees performance (3.42) is above 3. Human resources costs According to the value of t-statistics, with 82 degrees of freedom and level of based on means of responses to human resources costs equal to average is not rejected (sig>0.05).according to the mean table, the mean value of human resources costs (2.83) is almost equal to 3. Technology According to the value of t-statistics, with 82 degrees of freedom and level of based on means of responses to technology equal to average is not rejected (sig>0.05).according to the mean table, the mean value of technology (2.87) is almost equal to 3. These results determined related to the factors of human resources planning that: 1. Organizational culture: mean of responses to organizational culture was average and demonstrated no significant difference with average level (Sig>0.05). 2. Organizational goals: mean of responses to organizational goals was average and demonstrated no significant difference with average level (Sig>0.05). 156

14 3. Organizational strategy: mean of responses to organizational strategy was below average and demonstrated a significant difference with average level (Sig<0.05). 4. Organization structure: mean of responses to organization structure was average and demonstrated no significant difference with average level (Sig>0.05). References (in Persian) Arabi, S.M. (2012), human resources management, publication office of cultural research in collaboration with management research center Abtahi, H. (2013), human resources management, retrieved form Management website Esma eeli, M. (2009), investigating the dimensions of learner organizations on guidance school teachers effectiveness in district 4 of Tehran. M.A thesis at RodhenUniverstiy Sa adat, S. (2011), human resources management; retrieved form Management website Sa adat, S. (2004), human resources management; 8th ed. Samt publication, Tehran Banet, Alain &J.Hinz, S. (trans. Mohammad Arabi et al, 2007) 1st ed. Cultural research center publications. Tehran Brayan, B. (2009) evaluating the balance of human resources, center of industrial education and research, Tehran HeidariTafreshi (2007). Basics of organization and management. 1st ed. Self-published, Arak Khaki, Gh. (2003) research methodology in management, 1st ed. Center of scientific publications of Azad University, Tehran Sarmad, Z. &Bazargan, A (2004). Research methods in behavioral sciences. 1st ed. Agah publications, Tehran SalehiAmiri, S.R. (2012), strategic cultural management of Tehran city, Tisa publication Kiani, Gh. (2011), five ways for Strategic thinking, Cultural organization publication References in English Aguilar, O. (2008). How strategic performance management is helping companies create business value. Strategic Finance, 84(7); Bosworth, Barry and Gary. Approach Benchmarking and Re-engineering, First Edition, Sixteenth HRM, Arusha, Tanzania. Bar-On, R- Parker, D.A. (2005).The hand book of emotional intelligence, theory, Development.Assessment and application at home, school and workplace, sanfrancisco. Bennis, W. (2007). The challenges of leadership in the modern world: Introduction to the special issue. American Psychology, 62(1), 2-5. Brugha, R. &Varvasovszky, Z. (2008). Stakeholder analysis: a review. Health Policy and Planning, 15(3), 239.Retrieved October 6, 2010, from ProQuest Central. (Document ID: ). Bryson, J.M. (2006). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (3rd rd.). San Francisco: Jossey-Bass. 157

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