تاثیر منتورینگ بر جانشین پروری و یادگیری سازمانی با توجه به نقش میانجی توسعه حرفه ای کارکنان(مورد مطالعه: شرکت پتاس)
محورهای موضوعی : الگوهای تدوین برنامه های توسعه فردی
1 - استادیار،گروه علوم تربیتی، دانشکده روانشناسی و علوم تربیتی، دانشگاه پیام نور، تهران، ایران.
کلید واژه: منتورینگ, توسعه حرفه ای کارکنان, یادگیری سازمانی, جانشین پروری, مجتمع پتاس,
چکیده مقاله :
امروزه سازمانها و به ویژه سازمانهای صنعتی، کلید موفقیت خود را در سرمایه گذاری در منابع انسانی میدانند و توسعه حرفه ای آنها را به عنوان یک راهبرد مهم موفقیت سازمان به حساب می آورند. به همین منظور مدیران از طریق برنامه ریزی برای یادگیریسازمانی زمینه جانشین پروری را از طریق منتورینگ فراهم می کنند. لذا هدف این پژوهش بررسی تاثیر منتورینگ بر جانشین پروری و یادگیری سازمانی با توجه به نقش میانجی توسعه حرفه ای کارکنان مجتمع پتاس است. پژوهش حاضر از نظر رویکرد جزو تحقیقات کمّی، از لحاظ هدف؛ کاربردی و از نظر نحوه گرداوری داده ها و روش انجام آن توصیفی از نوع همبستگی و بر حسب اجراء از نوع پيمایشي می باشد. جامعه آماری شامل کلیه کارکنان مجتمع پتاس(550 نفر) و حجم نمونه با روش تصادفي ساده (226 نفر) می باشد. ابزار پژوهش؛ پرسشنامه منتورینگ کاسترو و همکاران(1993)، پرسشنامه جانشین پروری تابلی و همکاران(1393)، پرسشنامه یادگیری سازمانی نیف (2001) و پرسشنامه توسعه حرفه ای کارکنان لانگ و همکاران (2015) است كه روایی آنها از طریق روایی صوری و محتوایی و پایایی توسط آلفای کرونباخ (منتورینگ، 84/0، جانشین پروری، 90/0، یادگیری سازمانی، 91/0، توسعه حرفه ای کارکنان،89/0) ارزیابی گردید. به‌منظور توصيفيافتهها از آمار توصیفی(جداول و نمودارهاي توزیع فراواني) و آمار استنباطی (مدل معادلات ساختاری با کاربرد نرم‌افزار Amos به منظور سنجش فرضیات تحقیق) استفاده شده است. نتایج نشان داد منتورینگ بر جانشین پروری(با ضریب 0.67)، توسعه حرفه ای کارکنان(با ضریب 0.63) و بر یادگیری سازمانی(با ضریب 0.52) تاثیر مثبت و معنادار داشته و همچنین؛ تاثیر توسعه حرفه ای کارکنان بر جانشین پروری (با ضریب 0.45) و بر یادگیری سازمانی( با ضریب 0.32) تایید شد. از سوی دیگر، اثر میانجی توسعه حرفه ای کارکنان در رابطه بین منتورینگ و جانشین پروری با ضریب 0.297 و در رابطه بین منتورینگ و یادگیری سازمانی با ضریب 0.279 تایید گردید.
Today, organizations, especially industrial organizations, recognize that investing in human resources is the cornerstone of sustainable success. In this context, managers facilitate succession planning through mentoring and organizational learning. Accordingly, the present study investigated the effect of mentoring on succession planning and organizational learning, with the mediating role of employee professional development in the Potash Complex. The present study was quantitative in terms of approach, an applied in terms of purpose, a descriptive and correlational in terms of data collection and method, and survey research in terms of implementation. The statistical population comprised all 550 employees of the Potash Complex, from which a random sample of 226 participants was selected. The data collection instruments included the Mentoring Questionnaire (Castro et al., 1993), the Succession Planning Questionnaire (Tabli et al., 2014), the Organizational Learning Questionnaire (Neff, 2001), and the Professional Development Questionnaire (Lang et al., 2015). The instruments’ validity was assessed through face and content validation, and their reliability was confirmed using Cronbach’s alpha coefficients (mentoring = 0.84; succession planning = 0.90; organizational learning = 0.91; employee professional development = 0.89). Descriptive statistics (frequency distribution tables and graphs) and inferential statistics (structural equation modeling using Amos software to test research hypotheses) were used to describe the findings. The results showed that mentoring had a positive and significant effect on succession planning (with a coefficient of 0.67), professional development of employees (with a coefficient of 0.63), and on organizational learning (with a coefficient of 0.52). Furthermore, the effect of professional development of employees on succession planning (with a coefficient of 0.45) and on organizational learning (with a coefficient of 0.32) was confirmed. On the other hand, the mediating effect of professional development of employees on the relationship between mentoring and succession planning was also confirmed with a coefficient of 0.297 and in the relationship between mentoring and organizational learning with a coefficient of 0.279.
1. Irby, J.B, Boswell, N. j, Searby, J. L, Kochan, F., Garza, R., & Abdelrahman, N. (2020). The Wiley Intrenational HandBook Of Mentoring.1st edn, USA: John Wiley and Sons.Inc.
2. Dominguez, N., & Kochan, F. (2020). Defining mentoring: An elusive search for meaning and a path for the future. The Wiley International handbook of mentoring: Paradigms, practices, programs, and possibilities, 1-18.
3. Dopson, S., Ferlie, E., McGivern, G., Fischer, M. D., Mitra, M., Ledger, J., & Behrens, S. (2019). Leadership development in Higher Education: A literature review and implications for programme redesign. Higher Education Quarterly, 73(2), 218-234.
4. Ghasemi Ghasemvand, A., Chenari, V., Hamrahami, M., & Ahmadi, S. A. A. (2023). Presenting a mentoring model to improve human resources activities (Case study: National Company of Southern Oil Fields). Quarterly Journal of Training and Development of Human Resources DevelopmentVol.9, No 34, 137-162.
5. Abbasi T, Hashemi M. (2017). Explain the Role of Mentoring in Reducing Organizational Distrust. Journal of Research in Human Resource Management; 7(2): 129-155.
6. Akbari, Mahnaz, Rajabpour, Ebrahim, Gholipour, Arian. (2023). Identifying the prerequisites for implementing a formal mentoring program in the organization. Quarterly Journal of Training and Development of Human Resources DevelopmentVol.9, No 32, 64-84.
7. Andrianto, R., & Supardi, S. (2023). Employee Development: Coaching and Mentoring Approach to Sustainability Organization. Formosa Journal of Applied Sciences, 2(7), 1797-1806.
8. Afandi, A. (2021). Mentoring program: Empowerment and Human Resources Development. Akademik: Jurnal Mahasiswa Humanis, 1(3), 87-94.
9. Dhaenens, A.J, Marler, LE, Vardaman, JM, Chrisman, JJ.(2018). Mentoring in family businesses: Toward an understanding of commitment outcomes. Human Resource Management Review. Mar 1;28(1):46-55.
10. Abbasi, T, Hashemi, M.(2017). Explain the Role of Mentoring in Reducing Organizational Distrust. Journal of Research in Human Resource Management.; 7(2): 129-155.
11. Enayatizadeh, Davud and Qoroneh, Davud (2023). Strategic Mentoring for the Development of School Administrators, 9th National Conference on Education and Human Capital Development, Tehran, Iran.
12. Asgarnejad Nouri, Baqer, Ebrahim Pour, Habib, Nami, Bahram, Hamidzadeh Arbabi, Alireza (2023). The impact of knowledge management on employees' professional development: the mediating role of entrepreneurial capabilities. Innovation Ecosystem, 2 (1), 25-4.
13. Barzegar, K; Roshan, S. A; Bijan, M; Shahriari, M; & Yaghoubi, M. (2021). Talent Management Framework with Entrepreneurial Culture Approach by Content Analysis Method (Case Study: Public Service Organizations of Sistan and Baluchestan Province). Human Resource Management Research, 13 (1): 37-72. (In Persian).
14. Rowshan, S. A; Barzegar, K; Yaghoubi, M. (2020). Designing a Basic Model for Talent Management System, Public Management Researches, 13 (47): 161-188. (In Persian).
15. Barzegar, K; Roshan, S. A; & Yaghoubi, M. (2020). Designing Talent Management System Template Via Mixed Method in Gas Company of Sistan & Baluchestan Province. Human Resource Management in the Oil Industry, 11 (44): 239-264. (In Persian).
16. Broekema, W., Porth, J., Steen, T., & Torenvlied, R. (2019). Public leaders’ organizational learning orientations in the wake of a crisis and the role of public service motivation. Safety science, 113, 200-209.
17. Ahmadi, M., Nazari, M.(2023). Investigating the relationship between employee professional development and succession planning and the mediating role of organizational learning with the approach of administrative system transformation policies. Strategic and macro policies.
18. Safari Zanjani, N., Kazemzadeh Bitali, M., Hassani, M., Namazpour, M.(2018). The relationship between employees' professional development, their self-efficacy and the type of managers' power in Islamic Azad University, Urmia Branch. Public Policy Making in Management, 27, 1-12.
19. Khan, M. H. (2019). Knowledge, skills and organizational capabilities for structural transformation. Structural Change and Economic Dynamics,V: 48,Pp: 42-52.
20. Dachner, A. M., Ellingson, J. E., Noe, R. A., & Saxton, B. M. (2021). The future of employee development. Human Resource Management Review, 31(2), 100732.
21. Zhao, G., Yang, X., Long, T., & Zhao, R. (2019). Teachers' perceived professional development in a multi-regional community of practice: Effects of beliefs and engagement. Learning, Culture and Social Interaction, V:23, Pp:100-347.
22. Edward, K. L., Walpole, L., Lambert, G., Phillips, M. S., Gow, J., Morrow, J., ... & Hiller,J. (2019). The influence of hospital location and ‘level of care’on continuing professional development. Nurse Education in Practice, Pp:102-634.
23. Sahra-Nard Nashtifan, Younes, Ebrahimi, Salaheddin, Gholami, Bahman, Moludi, Siamand. (2024). Designing a model of professional development for managers with a data-based approach: a qualitative research in education. Quarterly Journal of Training and Development of Human Resources Vol.10, No 39, 39-78.
24. Horn, K., Pilkington, L., & Hooten, P. (2019). Pediatric staff nurses' conceptualizations of professional development. Journal of pediatric nursing, 45, Pp:51-56.
25. Dominguez, N., & Kochan, F. (2020). Defining mentoring: An elusive search for meaning and a path for the future. The Wiley International handbook of mentoring: Paradigms, practices, programs, and possibilities, 1-18.
26. Galiani, S., Torre, I., & Torrens, G. (2019). International organizations and the political economy of reforms. Journal of International Economics, V:121, Pp:103-249.
27. Ahmadi, M., Barani, S.(2023). The effect of organizational learning on organizational transformation with regard to the mediating role of employees' professional development (case study: Central Bank of the Islamic Republic of Iran). Human Resources Education and Development, Year 8, No. 28, pp. 26-43.
28. Wæraas, A. , & Dahle, D. Y. (2019). When reputation management is people management: Implications for employee voice. European Management Journal, 38 (2): 277-287.
29. Vuori, J. , Törnroos, K. , Ruokolainen, M. , & Wallin, M. (2019). Enhancing late-career management among aging employees–A randomized controlled trial. Journal of Vocational Behavior, 115 (103327): 1-18.
30. Creta, A. M., & Gross, A. H. (2020, May). Components of an Effective Professional Development Strategy: The Professional Practice Model, Peer Feedback, Mentorship, Sponsorship, and Succession Planning. In Seminars in oncology nursing (p. 151024). WB Saunders.
31. Tayar, S. , allameh, S. , siadat, S. (2020). Determining the Observable Behaviors of Succession Planning Culture in the Iranian Insurance Industry. Iranian Journal of Insurance Research, 35(2), 99-130. (In Persian).
32. Gholamalian, M., Safari, A., Mashraf Javadi, M. H., & Teymouri, H.(2022). Identifying and testing the effective and affected variables of succession planning in an insurance company in Isfahan. Journal of Insurance Research, 2 (10), 37-67.
33. Mirsafian, H. R; & Kalateh Safiri, M. (2020). The Role of Implementing Positive Management in the Development of Replacement Processes Considering the Effect of Job Self-Efficacy and Organizational Trust in Sports Organizations of Isfahan Province, Journal of Sports Management Studies, 12 (59): 250-227. (In Persian).
34. Khashaei, V., Mohammadi-Diani, M., Dehghanan, H., Seyed Naqvi, M.A. (2020). Identifying the criteria of exclusion and inclusion in the analysis of the discourse of managers of a government agency on the issue of succession planning, Human Resources Management Research Quarterly, Imam Hussein University, 11 (4), 153-185. (In Persian).
35. Broekema, W., Porth, J., Steen, T., & Torenvlied, R. (2019). Public leaders’ organizational learning orientations in the wake of a crisis and the role of public service motivation. Safety science, 113, 200-209.
36. Nicolletti, M., Lutti, N., Souza, R., & Pagotto, L.(2019). Social and organizational learning in the adaptation to the process of climate change: The case of a Brazilian thermoplastic resins and petrochemical company. Journal of Cleaner Production,V: 226, Pp:748-758.
37. Jo haj, M. (2014). Organization theory. Translator: Danaeifard, Hassan. Tehran: Mehraban.
38. Shariati, M; Mohammadi Moghadam, Y,. & Bagherian, M, R.(2017). The effect of transformational leadership style on organizational intimacy (Case study: NAJA Political Ideological Organization). Islamic Insight and Education,V: 41,Pp: 114-132.
39. Ali, S., Peters, L. D., Khan, I. U., Ali, W., & Saif, N.(2019). Organizational Learning and Hotel Performance: The Role of Capabilities’ Hierarchy. International Journal of Hospitality Management, Pp:102-349.
40. Khan, N. A., & Khan, A. N.(2019). What followers are saying about transformational leaders fostering employee innovation via organisational learning, knowledge sharing and social media use in public organisations?. Government Information Quarterly.
41. Tortorella, G. L., Vergara, A. M. C., Garza-Reyes, J. A., & Sawhney, R. (2020). Organizational learning paths based upon industry 4.0 adoption: An empirical study with Brazilian manufacturers. International Journal of Production Economics,V: 219,Pp 284-294.
42. Sohu, J. M., Mirani, M. A., Dakhan, S. A., & Junejo, I. (2020). A study of factors influencing on succession planning: evidence from service sector of pakistan. International Journal of Management (IJM), 11(12).
43. Afkaneh, M., Jafari, Z.(2024).Designing a comprehensive model of training and human resources development for Sina Bank. Quarterly Journal of Training and Development of Human Resources Vol.11, No 41, 155-173.
44. Nwadiogo, O. I., Ejike,A.A., Joelin, J.O. & Pethronila, O. I.(2024). The Moderating Relationship Between Succession Planning and Organizational Marketing Performance in Delta Broadcasting Service, Asaba, Nigeria. International Journal of Public Administration and Management Research (IJPAMR), Vol. 10, No. 2,Pp: 72-81.
45. Sousa, M. J., & Rocha, Á. (2019). Digital learning: Developing skills for digital transformation of organizations. Future Generation Computer Systems, 91, 327-334.
46. Schalock, R. L., Verdugo, M. A.(2018). Understanding organization transformation in evaluation and program planning. Evaluation and program planning, 67,Pp: 53-60.