ارزيابي نظام مديريت منابع انساني شركت ملي نفت ايران برمبناي مولفه ها ي مدل مديريت استراتژيك منابع انساني شولر (1992)

Assessment of human resource management system of National Iranian Oil Company based on” 5P” MODEL of strategic human resource management (Schuler, 1992

مديريت استراتژيك منابع انساني مقوله ايست كه علي رغم بلوغ جهاني، در آغازين مراحل شكل گيري خود در ايران بوده و همچون ساير مفاهيم وروش هاي مديريتي نوين، تنها در ادبيات مديران و به عنوان واژگاني مدرن نمود مي يابد. در راستاي اهميت اين حوزه و همچنين احساس نياز در ارزيابي نظام مديريت منابع انساني شركت ملي نفت ايران وتحليل شكاف وضعيت موجود با شرايط مطلوب، مدل مديريت استراتژيك منابع انساني p5 ( شولر ،1992) انتخاب وبرمبناي مولفه هاي مدل مذكوراين مهم صورت پذيرفته است.جامعه آماري اين پژوهش متوليان منابع انساني ستاد، شركت هاي اصلي و تابعه شركت ملي نفت ايران بوده و نمونه آماري به صورت تصادفي انتخاب گرديده است. روايي محتواي پرسشنامه ي طراحي شده ، از طريق توافق متخصصان، روايي سازه ازطريق تحليل عاملي تاييدي و پايايي آن با محاسبه ضريب آلفاي كرونباخ بررسي گرديده است. يافته هاي تحقيق در راستاي ارزيابي نظام مديريت منابع انساني شركت ملي نفت ايران ضمن تاييد تاثير عوامل محيطي داخلي و خارجي براستراتژي هاي كلان سازمان به منظور خلق نياز هاي استراتژيك، ميانگين نمره پايين سايرمولفه هاي پنج گانه مدل در قسمت وضعيت موجود نشان ازشكاف قابل ملاحظه وضع موجود نسبت به وضع مطلوب داشته وعدم همسويي حيطه هاي فلسفه، خط مشي ها، برنامه ها، عملكردها و فرآيند هاي منابع انساني با نياز هاي استراتژيك سازمان را نشان مي دهد. در پايان و برمبناي ساير يافته هاي پژوهش، پيشنهادهايي به منظور بهبود وارتقاي نظام موجود مديريت منابع انساني ونزديك شدن به مديريت استراتژيك منابع انساني در شركت ملي نفت ايران ارائه گرديده است.

Despite the fact that human resource strategic management enjoys a worldwide maturity, it is an emergent realm of study in Iran. This novel management approach, similar to a many modern management concepts and practices, is only used in managers' diction, and as unconventional technical jargon. Aligned with the significance associated with this area and feel the need to Assess human resource management system of National Iranian Oil Company and analyze the gap between the present condition and the desirable one, the “5P” Model of strategic human resource management (Schuler, 1992) selected and according to parameters of the model the study has been designed and conducted. The sample to this study has been drawn by random selection of subjects from human resources departments' administrative staff in main and subsidiary companies of National Iranian Oil Company. While study's researcher-developed questionnaire's internal reliability was determined via experts' consensus, its structural reliability was confirmed through factor analysis. Besides, its internal consistency was measured through Cronbach's Alpha coefficient. The findings, in line with previous evaluations of the studied model, have revealed its being highly-welcomed and apposite to National Iranian Oil Company's structure. National Iranian's Oil Company's low average score for the five activities of the model, including philosophies; policies; programs; practices; and processes, indicates the significant existing gap between Company's current condition and the desirable one, it; thus, implies the fact that these five are not aligned with Company's strategic needs. Moreover, it verifies the effect of internal and external environmental factors over Company's main strategies aiming at creating strategic needs. The findings, in line with previous evaluations of the studied model, have revealed its being highly-welcomed and apposite to National Iranian Oil Company's structure. Ultimately and in accordance with study's findings, some implications have been offered seeking to improve and enhance the present human resource management system, besides approaching goals of human resource strategic management in National Iranian Oil Company.