شناسایی سازوکارها و موانع به‌کارگیری مربی گری به منظور جانشین پروری مدیران (مطالعه موردی: اداره کل کمیته امداد خراسان رضوی)
محورهای موضوعی : رویکرد ها ومدل های ظرفیت سازی منابع انسانیفرزاد مشهدي 1 , داود قرونه 2 *
1 - دانش آموخته کارشناسی ارشد مدیریت آموزشی،گروه مدیریت آموزشی و توسعه منابع انسانی، دانشکده علوم تربیتی و روان شناسی، دانشگاه فردوسی مشهد،مشهد، ایران.
2 - استادیار، گروه مدیریت آموزشی و توسعه منابع انسانی، دانشکده علوم تربیتی و روان شناسی، دانشگاه فردوسی مشهد،مشهد، ایران.
کلید واژه: مربی گری, جانشین پروری, مدیران, اداره کل کمیته امداد خراسان رضوی ,
چکیده مقاله :
پژوهش حاضر به بررسی فرآیند به کارگیری مربی گری به منظور جانشین پروری مدیران در اداره کل کمیته امداد خراسان رضوی پرداخته است. رویکرد پژوهش کیفی بوده است و از روش مطالعه موردی برای این منظور استفاده شده است. ابزارهای گردآوری داده ها شامل مصاحبه نیمه ساختاریافته با تعداد دوازده نفر از مدیران و رؤسای این سازمان و نیز تحلیل اسناد و مدارک سازمانی بوده است. به منظور تجزیه و تحلیل داده‌ها از روش کدگذاری در دو مرحله کدگذاری باز و محوری استفاده شده است. نتایج حاصل از تحلیل داده‌ها حاکی از این است که مربی‌گری می‌تواند از طریق سازوکارهایی زمینه جانشین پروری مدیران را فراهم سازد. اصلی‌ترین این سازوکارها عبارتند از: یادگیری ضمن خدمت، ارتقای مهارت حل مسئله، فراهم کردن فرصت رشد، آینده نگری، تفویض اختیار، چرخش و ارتقای شغلی، و فرصت ریسک کردن. همچنین نتایج حاصل از این پژوهش نشان می دهد که فرآیند به‌کارگیری مربی‌گری در سازمان با چالش‌هایی ساختاری، قانونی، مالی، فرهنگی و فردی نیز مواجه بوده است.
The present study examines the process of employing coaching to replace managers in the General Office of the Khorasan Razavi Relief Committee. The research approach has been qualitative and the case study method has been used for this purpose. Data collection tools included semi-structured interviews with twelve managers and heads of the organization as well as analysis of organizational documents. In order to analyze the data, the coding method was used in two stages of open and axial coding. The results of data analysis indicate that coaching can provide a substitute for managers through mechanisms. The main mechanisms are: on-the-job learning, improving problem-solving skills, providing growth opportunities, foresight, delegation, rotation and career advancement, and risk-taking opportunities. The results of this study also show that the process of applying coaching in the organization has faced structural, legal, financial, cultural and individual challenges.
1. Seyed Javadin, S. R . Human resource management and personnel affairs. 2017. Tehran: Negah Danesh.
2. Rothwell, W. J. Effective succession planning: Insuring leadership continuity and building talent from within. Newyork: American Management Association. 2005.
3. Kim S. Learning goal orientation, formal leaders today , A future executive leadership competency framework. Master of art in leadership and training. Royal yoads university. 2007.
4. Ahmadi Baladeh, S, M, Salehi, M. Succession and its relationship with the leadership style of commanders and managers. Supervision and Inspection Quarterly. 2016; 35: 71-102.
5. Heinen, J. S, O Neill, C. Managing talenet to maximize performance. Employment Relations Today. 2004; 31(2): 67-82.
6. Helton, K. A., Jackson, R. D. Navagation Pennsylvania's Dynamic Workforce: Succession Planning in a Complex Environment. Public Personnel Management. 2007; 36 (4): 335-347. DOI: 10.1177/009102600703600404
7. Rothwell, W.J. Effective succession planning: Ensuring Leadership Continuity and Building Talent from within. 4th edition. 2010.New York: American Management Association.
8. Zinedine bidmeshki, Z, Adli, F, Vaziri, M. Comparison of the current situation of succession and talent management with the desired situation in the higher education system. Journal of Research and Planning in Higher Education. 2014; 20 (2): 51-72.
9. Eidi, A, Dianti, M. Evaluation centers; A new method of substitution breeding. Tadbir. 2008;195: 26.
10. Ma'ali Tafti, M, Tajuddin, M . Talent Management: Attract talent in a competitive market. Tadbir. 2008; 198: 73-85.
11. Amin,F, Naderi Khorshidi, A, Vahed, A. Investigating the succession model of Iran Water Resources Management Company. Journal of Human Resource Management Research. 2017; 9 (29): 49-70.
12. Ritter, J. Succession planning: a tool for success. 2003. Galt Western Personnel Ltd: Business Roundup.
13. Shojaei, S.E, Dori Nogurani, B . Designing and explaining the detailed model of the replacement and replacement system (refining and distribution experience). Fourth Human Resources Development Conference. 2008.Tehran.
14. Honari, H, Afshari, M, Kargar, G .Investigating the organizational learning system in the physical education organization based on the dimensions of the learning organization and the AHP method. Journal of Sports Management. 2012; 4 (13): 115-135.
15. Yaghoubi, N, Shokouhi, J, Raeisi Shahravi, H, Sidi, F.Investigating the effect of leadership styles on organizational performance mediated by organizational learning and innovation. Transformation Management Research Journal. 2012; 14: 56-32.
16. Seniwoliba, A. J. Succession planning: Preparing the next generation workforce for the University for Development Studies. Research Journal of Educational Studies and Review. 2015; 1(1): 1–10. Retrieved from. http://hdl.handle.net/123456789/424.
17. Aldrin, N. , Utama, A. Analysis of the Effect of Coaching on Teamwork Performance. International Journal of Research in Business and Social Science. 2019; 8 (3). DOI: 10.20525/ijrbs.v8i3.253.
18. Moghli, A, Ahmadi, S,A, Azar, A,Khodami, A.The model of coaching organization in Iran insurance industry based on human resources factors, business contexts and the mediating role of coaching culture. Public Management Research. 2013; 21: 48-25.
19. Okechukwu, A. M., Raymond, L. G. The impact of coaching and mentoring in the Nigeria Liquefied Natural Gas Company Limited, Bonny. European Journal of Sustainable Development. 2015;4 (1):85–100.
20. Grover, S., amp; Furnham, A. Coaching as a developmental intervention in organizations: A systematic review of its effectiveness and the mechanisms underlying it. PLoS One . 2016; 11 (7).
21. Sweeney, T. Coaching Your Way to the Top. Development and learning in organization. 2008; 39 (3): 170-173.
22. Fathi Vajargah, K, Khorasani A, Daneshmandi, S, Arman, M. Investigating and explaining the coaching model in human resource training based on data theory. Journal of Organizational Culture Management. 2014; 12 (3): 375-398.
23. Xue, A., Bradley, J., Liang, H. Team climate, empowering leadership, and knowledge sharing. Journal of Knowledge Management. 2011; 15 (2):299-312.
24. Farzadnia, F. Coaching process models in management. Tadbir. 2009; 112: 20-26.
25. Renard, L. Executive, Coaching for professional organizations. 2005. PHD thesis, school of humanities, The American university of London.
26. Soltani, M. Coaching in management. 2009. Tehran: Book Memorial Publications.
27. Mahdi Beigi, N, Yaghoubi, I, Seyed Al-Husseini, S, M. Career management and succession: Determining the moderating role of coaching culture. Journal of Public Management Research. 2017; 10 (38): 145-170.
28. Poursadegh, N, Piri, Sh, Khatami, B. Investigating the effective factors on the successful implementation of the succession management program for managers Human Resource Studies. 2013;7: 19.
29. Groves, K. S. Integrating leadership development and succession planning best practices. Journal of Management Development. 2007; 26 (3). DOI: 10.1108/02621710710732146
30. Gal, M,Borg, W,Gall, J. Quantitative and qualitative research methods in educational sciences and psychology. Translated by Nasr, Ahmad Reza and others. 2015. Tehran: Shahid Beheshti University and position.
31. Adib Hajubagheri, M. Grounded theory research method: The way and method of theorizing in humanities and health sciences. 2006. Tehran: Bashari.
32. Boswell C, &Cannon Sh. Introduction to nursing research. 3rd ed. 2012.Burlington, MA: Jones & Bartlett Publishers.
33. Abedi, H. Application of phenomenological research method in clinical sciences. Strategy Quarterly. 2009; 19 (54): 207-224.
34. Lincoln, Y. S., & Guba, E. G. Naturalistic Inquiry. 1985. Beverly Hills, CA: Sage Publications, Inc.
35. Zeidabadi, Z, Noddehi, H. Investigating the importance of surrogacy. Second National Conference on Sustainable Development in Educational Sciences and Psychology, Social and Cultural Studies. 2015.
36. Macrae, R. Coaching and consolidating the practice of Newly Qualified social Workers: A Brief Literature Review. 2010.A Report prepared for Social Work Resources, South Lanark shire Council.
37. Currie, K , Grundy, M. Building foundations for the future: The NHS Scotland advanced practice succession planning development pathway. Journal of Nursing Management. 2011; 19: 933-942.
38. Colquitt, J. A., LePine, J. A., Noe, R. A. Toward an integrative theory of training and motivation: A meta-analytic path analysis of 20 years of research. Journal of Applied Psycholog. 2000; 85 (5): 678-707.
39. Javadipour, M, Safaee Movahed, S, Barati, A. Investigating the effect of coaching method on teachers' psychological empowerment. Journal of Human Resources Education and Development. 2015; 2 (6): 1-23.
40. Wasylysyn, K. Executive coaching: An outcome study. Consulting Psychology Journal: Practice and Research. 2003; 55: 94-106.
41. Conger, J. A., Kanungo, R. N. The empowerment process: integrating theory and practice. Academy of Management Review. 1988; 13 (3): 471-482.
42. Ellinger, A. D., Ellinger, A. E., Keller, S. Supervisory coaching behavior, employee satisfaction, and warehouse employee performance: a dyadic perspective in the distribution industry. Human Resource Development Quarterly. 2003; 14 (4): 435-458.
43. Fathi Vajargah, K, Khorasani, A, Daneshmandi, S. Coaching in training and improving human resources. 2012.Tehran: Iran Industrial Training and Research Center.
44. Smith, M. L., Van Oosten, E. B., & Boyatzis, R. E. Coaching for sustained desired change. In R. W. Woodman, W. A. Pasmore, A. B. (Rami) Shani (Eds.), Research in organizational change and development. 2009; 17: 145-173
45. Susan, S. D. The new story about job rotation. Academy of Management Executive. 1996 ; 10 (1):86-88.
46. Oparanma, A. O, Nwaeke, L. Impact of Job Rotation on Organizational Performance. British Journal of Economics Management & Trade. 2015; 7(3): 183-187. DOI: 10.9734/BJEMT/2015/12051
47. Babkin, S. Everything HR needs to know about executive coaching. Canadian HR reporter, May, 1015-: ABI in form Global. Applied Psychology: An International Review. 2002; 50(1): 153-180.
48. Schiena, C., Ivarsson, C. Coaching as a management philosophy, Social Science and Business Administration Programmes. 2005.M.A. Thesis, Department of Business Administration and Social Science, Chalmers University.
49. Abtahi, S,H, Abbasi, S. Empowering employees. 2007. Tehran: Management Research and Training Institute Publications.
50. Mackay, R., (2007). Menzies distribution takes the first step to becoming a “future proof” organization vital role of coaching and 360 degree feedback, Human Resource Management International Digest, 15 (6), 10-33.
51. Hagen M,S. Managerial coaching: A review of the literature. Performance Improvement Quarterly. 2012; 24(4): 17-39.
52. Baron, L., Morin, L. The impact of executive coaching on self-efficacy related to management soft-skills. Leadership & Organization Development Journal. 2010; 31(1): 18-38.
53. Thomas, C. Disability and impairment. In J. Swain, S. French, C. Barnes, C. Thomas (Eds.), Disabling barriers-enabling environments (pp. 9–16, 3rd ed.). 2014.London: Sage.