طراحی نظام مدیریت جانشین‌پروری در صنعت آب و فاضلاب (مورد مطالعه: شرکت آب و فاضلاب کاشان)

نوع مقاله : مقاله پژوهشی

نویسندگان

1 دانشیار گروه مدیریت آموزشی، دانشکده انسانی، دانشگاه کاشان، کاشان، ایران، نویسنده مسئول

2 استادیار گروه مدیریت و کارآفرینی، دانشکده علوم مالی، مدیریت و کارآفرینی، دانشگاه کاشان، کاشان، ایران

چکیده

 جانشین‌پروری به‌عنوان یک زیرسیستم مدیریت منابع انسانی بر یادگیری سازمانی، افزایش رضایت شغلی کارکنان، نرخ گردش نیرو و عملکرد مالی سازمان تأثیرگذار است. همۀ شرکت‌ها از هر نوعی، به مقولۀ جانشین‌پروری می‌پردازند و شرکت آبفای کاشان هم از این قاعده مستثنا نیست. ازاین‌رو هدف پژوهش حاضر، طراحی نظام مدیریت جانشین‌پروری در صنعت آب و فاضلاب کاشان است. نوع تحقیق ازنظر هدف، کاربردی و ازنظر روش، کیفی-‌کمی است. این تحقیق در چندین مرحله انجام شده که دو مرحلۀ اول کیفی و مرحله‌های بعدی، کمی است. مرحلۀ اول شامل شناسایی شایستگی‌ها از منابع علمی دانشگاهی و منابع شرکت آبفاست که هشتاد شایستگی در این مرحله شناسایی شد. در مرحلۀ دوم، شاخص‌های شناسایی‌شده، مورد ارزیابی مدیران شرکت آبفا قرار گرفت که ازطریق روش دلفی، با 33 شاخص شایستگی، مدل شایستگی مدیران شرکت آبفا طراحی شد و شامل شایستگی‌های فردی، مدیریتی و شغلی است. در مرحلۀ سوم، شایستگی‌های شناسایی‌شده برای اولویت‌بندی، مورد نظرخواهی قرار گرفت که ازطریق تکنیک چندمعیارۀ تاپسیس، اولویت‌بندی به تفکیک جایگاه‌های مدیریتی در شرکت انجام شد. همچنین وضعیت کلی شرکت آبفای کاشان براساس شایستگی‌های فردی و شایستگی‌های مدیریتی-سازمانی نشانگر این است که شرکت آبفای کاشان در شایستگی‌‌های تعلق و وفاداری سازمانی، هوش اخلاقی و تعهد کاری، بیشترین امتیاز و در شایستگی جانشین‌پروری و مدیریت افراد، مدیریت عملکرد و مدیریت پروژه کمترین امتیاز را داراست.

کلیدواژه‌ها

عنوان مقاله [English]

The Development of a Model of Succession Management System in Water and Sewage Industry: A Case Study of Water and Sewage Company in Kashan

نویسندگان [English]

  • Hamid Rahimi 1
  • Zahra Sadeqi-Arani 2
1 Associate Professor, Department of Educational Management, University of Kashan, Kashan, Iran; (Corresponding Author)
2 Assistant Professor, Department of Management and Entrepreneurship, University of Kashan, Kashan, Iran
چکیده [English]

Introduction
Recently, due to an increase in national, regional, and global changes as well as a reduction in job dependence, organizational commitment, and job satisfaction, a complex, unstable, and uncertain environment has been created. In such conditions, organizations and senior managers should undertake some actions such as the identification of talents, the creation of a talent repertoire in their organizations to identify key positions and to prepare a succession plan for all key positions both horizontally and vertically (Kim et al, 2019). Succession planning, as a subsystem of human resource management, has an impact on organizational learning, stability, and development while promoting financial performance of the organization, turnover rate, and employees’ job satisfaction (Ojeyemi, 2021; Ugoani, 2020). According to Barton (2019), succession is a process during which the talented forces of an organization are prepared in line with the organization’s strategies and plans to take on sensitive jobs and key positions. Succession is a process by which organizations develop and promote capable and talented forces through proper planning (Raby & Valeau, 2021). Despite the importance of competencies and succession, few studies in the field of human resource management, especially in the water and sewage industry, have examined human resource management measures comprehensively with an emphasis on succession. All companies deal with the issue of succession. Kashan’s Water and Sewerage Company, as a service company, is not an exception. Succession management and planning are highly important for this company since about 25% of its managers will be about to retire by the end of 2023, which justifies the need to carry out a succession plan. The present study aims to develop a model of succession management system for the water and sewage company in Kashan.
Materials & Method
This study was a qualitative-quantitative one in terms of methodology. It was conducted in several phases, the first and two of which were qualitative while others were quantitative. In the first phase, the researchers identified 80 competences based on academic sources as well as the information provided by the Kashan’s Water and Sewage Company. In the second phase, the identified indicators were evaluated by the managers and elites of the company; the results of Delphi research method yielded 33 competency indicators grouped in individual, managerial, and job categories. In the third phase, the identified competences were surveyed for prioritization with respect to managerial positions by using the TOPSIS multi-criteria technique.
Results
The results showed that the least weight was on emotional intelligence (as an individual competence), customer orientation, and project management (as managerial competences). The highest weight was on time management, thinking skills, communication skills, and responsibility taking manner (as individual competences) along with planning skill, organizational belonging, work commitment, problem-solving skill, and team work (as managerial competences). Also, the general status of Kashan’s Water and Sewerage Company in terms of individual and managerial competencies showed that this company had the highest scores in the competencies of belonging and organizational loyalty, moral intelligence, and work commitment, and it had the lowest scores in the competency of succession and people management, performance management, and project management.
Conclusion
In terms of company’s obtain results (such as lowest scores in succession and people management, performance management, and project management), it has suggested the promotion of these competencies as priorities of individual and organizational management skills development programs. Therefore, several practical suggestions have been offered for developing and a providing a deeper analysis of the current status of the company. First, different methods for training and the development of the candidates can be implemented: using training outside the organization as well as internal development programs (i.e., training and internal development in ways such as practical learning with a manager, coaching, job rotation, and assigning challenging roles to people). Additionally, the company managers can hold educational, training, and in-service workshops in order to make employees aware of their career paths, the possibility of promotion, and the job responsibilities of the current and possible future. Therefore, it is necessary to pay attention to the succession program as a tool to identify employees’ justifiable educational and training needs. Given that one of the competencies that can be improved is the competency of performance management, it is essential to identify the performance indicators and measure the productivity of human resources for developing and improving the human resources of the organization based on succession plans.

کلیدواژه‌ها [English]

  • succession system
  • competence
  • managers
  • Water and Sewage Company

مراجع

 
ابوالعلایی، بهزاد، و غفاری، عباس. (1386). سرمایۀ انسانی مزیت رقابتی سازمان‌ها در عرصۀ جهانی‌سازی، گزیده مقالات سی و هفتمین کنفرانس جهانی منابع انسانی. تهران: آهار.
افضل‌آبادی، محمدحسین، زارع، حبیب، افضل‌آبادی، محمدرضا، و آقاباقری، فهیمه. (1389). نیازسنجی موفق آموزشی با استفاده از مدل شایستگی‌های سازمانی (مطالعۀ موردی: شرکت جهاد نصر یزد). دومین کنفرانس بین‌المللی مدیران آموزش. تهران.
امامی میبدی، احمدعلی، رحیمیان، حمید، عباسپور، عباس، و غیاثی ندوشن، سعید. (1398). طراحی الگوی شایستگی‌های رهبری در دانشگاه‌های دولتی شهر تهران. فصلنامۀ پژوهش‌های مدیریت منابع انسانی، 11(2)، 137ـ۱۶۶.
امین، فرشته، نادری‌ خورشیدی، علیرضا، و واحد، عزیزالله. (1396). بررسی الگوی جانشین‌پروری شرکت مدیریت منابع آب ایران. پژوهش‌های مدیریت منابع انسانی، شمارۀ 3 (پیاپی 29)، 1ـ22.
دامغانیان، حسین، رستگار، عباسعلی، و یزدانی زیارت، محمد. (1397). طراحی و تبیین مدل‌ شایستگی‌ در ارتباطات بین‌فردی سازمانی. فصلنامۀ مطالعات مدیریت (بهبود و تحول)، 27(88)، 143ـ۱۷۴.
دهقانی سلطانی، مهدی، آل طه، حمیدرضا، قهری شیرین‌آبادی، الهه، و طاهری،‌ هادی. (1394). شناسایی عوامل مؤثر بر شایستگی‌های مدیران ایرانی اسلامی در سازمان‌های دولتی. بهبود مدیریت، 9(2)، 97ـ120.
طلوعیان، غلامعباس. (1398). تدوین مدل فرایندی شایستگی‌های مدیران منابع انسانی بخش دولتی با تأکید بر سیاست‌های کلی نظام اداری. فصلنامۀ رویکردهای پژوهشی نوین در مدیریت و حسابداری، 3(19)، 43ـ۵۸.
فتحی، شیما، و جمشیدی، محمدجواد. (1396). بررسی فاکتورهای شایستگی مدیران پروژه برای افزایش بلوغ سازمانی. سومین کنفرانس بین‌المللی مدیریت و کسب‌وکار. تهران.
کرمی، مرتضی. (1395). مدل‌یابی کارآمدی مدیران ارشد آموزشی سپاه مبتنی‌بر عوامل روان‌شناختی و بررسی اثربخشی آن بر توانمندسازی آن‌ها. رسالۀ دکتری رشتۀ مشاوره، دانشکده علوم تربیتی و روان‌شناسی. دانشگاه علامه طباطبائی.
نوری، سیامک، بنیادی نائینی، علی، و مؤمنی، رضا. (1394). طراحی و تبیین مدل شایستگی‌های رفتاری خلاقانه در مدیران اجرایی. فصلنامۀ چشم‌انداز مدیریت دولتی، 6(24)، 77ـ۱۰۲.
واعظی، رضا، سید‌نقوی، میرعلی، حسین‌پور، داوود، و تاجی، فاطمه. (1399). الگوی شایستگی مدیران منابع انسانی سازمان‌های دولتی در شرایط جهانی شدن. فصلنامۀ علمی مطالعات مدیریت (بهبود و تحول)، 29(96): 9ـ۴۴.
هادی‌زاده ‌مقدم، اکرم، و سلطانی، فرزانه. (1390). تبیین مؤلفه‌های پیاده‌سازی مدیریت جانشین‌پروری در سازمان (مطالعۀ موردی: حوزه‌های ستادی شرکت ملی نفت ایران و شرکت‌های تابعۀ مستقر در تهران). مدیریت منابع انسانی در صنعت نفت، ۳(۱۰): ۳۹ـ59.
Barton A. (2019). Preparing for leadership turnover in Christian higher education: Best practices in succession planning. Christian Higher Education, 18(1-2), 37-53.
Byham, W. (1999). Grooming Next Millennium Leaders, HR Magazine, 44(2): 35-51.
Chang, X., & Xue, J. (2020). Research on the evaluation and promotion of employees from the perspective of competency. Open Journal of Social Sciences, 8, 99-108.Charan, R. (2000). The leadership pipeline: how to build the leadership-powered company, 1st Edition, Jossey-Bass
Chartrand F. (2005) Workforce in transition succession planning: a tool for integrating emerging leaders in learning organizations, A Thesis Submitted in Partial Fulfillment of The Requirements for the Degree of Master of Art in Leadership and Training, Royal Roads University.
Crawford, L., & Nahmias, A. H. (2010). Competencies for managing change, International Journal of Project Management, 28(4), 405-412.
Debrah, D. (2021). The development of competency models for sales manager based on the grounded approach in the retail entities in Zimbabwe. Journal of Human Resource and Sustainability Studies, 9(2), 291-303. doi: 10.4236/jhrss.2021.92018.
E Mateso. (2010). Understanding succession planning and management efforts at Midwestern University: A Dissertation Submitted to the Graduate College of Bowling Green State University in partial fulfillment of the requirements of the degree of Doctor of Education.
Fegley, S. (2006). Succession planning survey report. Society for human resource management. Retrieved March 7, 2009, from http://www.hrm.org/surveys.
Firk, S., Schmidt, T. & Wolff, M. (2019). CFO emphasis on value-based management: Performance implications and the challenge of CFO succession. Management Accounting Research, 44, 26-43.
Giberson, T. R. (2010). Performance capabilities and competencies model, untergraduate and graduate levels for performance improvement professionals. Wiley InterScience, 22(4), 99-120.
Kim, Y. J., Kim, W. G., Choi, H. M., & Phetvaroon, K. (2019). The effect of green human resource management on hotel employees’ eco-friendly behavior and environmental performance. International Journal of Hospitality Management, 76(1), 83-93.
Liikamaa, K. (2015). Developing a project manager’s competencies: A collective view of the most important competencies. Procardia Manufacturing, 3, 681-687.
Mandi, A. R. (2008). A case study exploring succession planning: supported by a quantitative analysis of governmental organizations in the Kingdom of Bahrain. The George Washington University.
Nink, C., Boyer, D., & Fogg, J. (2006). Succession planning: preparing future corrections leaders - now. Corrections Today, 68(5), 34-37.
Ojeyemi, F. O. (2021). Effective succession planning for organizational development in Nigeria, Available at SSRN: https://ssrn.com/abstract=3951523 or http://dx.doi.org/10.2139/ssrn.3951523
Podmetina, D., Soderquist, K., Petraite, M., & Teplov, R. (2018). Developing a competency model for open innovation: From the individual to the organisational level, Management Decision, 56(6), 1306-1335.
Pollitt, D. (2005). Leadership succession planning "affects commercial success. Human Resource Management International Digest, 13(1), 36-38.
Porter, J. D. (2005). Application of Sandwith’s Competency domain model for senior College Housing Officers in the United States. Doctoral Dissertation, Gainesville: University of Florida.
Puspitasari, S. O., & Riyanto, S. (2020). The influences of transformational leadership and training on succession management as mediation variables in effort to increase an organizational capability at PT Gama plantation. Training, 1(8), 91.
Raby, R. L., & Valeau, E. J. (2021). Position training and succession planning for community college international education leaders. Community College Journal of Research and Practice, 45(2), 86-102.
Raja, M. A., & Aisha, A. (2012). Human resource management competency model for Pakistani Banking Companies, African Journal of Business Management, 6(38), 10396-10407.
Richardson, N. (2014). Predictors of nonprofit executive succession planning: A secondary data analysis’ (Unpublished doctoral dissertation). Capella University, ProQuest Dissertations Publishing.
Rothwell, W. J. (2002). Higher education may be losing its top officials sooner than expected. HR on Camus, 5(8), 1-4.
Rothwell, W. (2010). Effective succession planning: ensuring leadership continuity and building talent from within. 4th ed., AMA com.
Rothwell, W. J. (2005). Effective succession planning: ensuring leadership continuity and building talent from within", 4the edition, New York, American Management Association.
Sabone, O. A. (2015). A Synthesis of effective practices of managing succession planning in accounting firms in Botswana. Journal of Research in Business, Economics and Management, 3(3), 223-30.
Ugoani, J. (2020). Management succession planning and its effect on organizational sustainability, International Journal of Economics and Business Administration, 6(2); 30-41.
Weigel, N. (2006). Developing leadership capacity by creating succession management system, Dissertation for MA degree in Leadership and Training, Royal Roads University.
Yu, W., Chavez, R., Feng, M., Wong, C. Y., & Fynes, B. (2020). Green human resource management and environmental cooperation: An ability-motivation-opportunity and contingency perspective. International Journal of Production Economics, 219, 224-235.
Zhao, L., Lu, Y., Wang, B., & Huang, W. (2011). What makes them happy and curious online? Anempirical study on high school students’ Internet use from a selfdetermination theory perspective. Computers & Education, 56, 346–350.
References
Abolalaei, B. & Ghaffari, A. (2007). Human capital is the competitive advantage of organizations in the field of globalization, 37th World Human Resources Conference. Tehran: Ahar. [In Persian]
Afzalabadi, M.H., Zare, H., Afzalabadi, M.R. & Aghabagheri, F. (2010). Successful educational needs assessment using organizational competencies model (case study: Jihad Nasr Company in Yazd). The Second International Conference of Education Managers. Tehran. [In Persian]
Amin, F., Naderi Khorshidi, A., & Vahed, A. (2017). An investigation of the status of successors training in Iranian Water Resources Management Company. Journal of Research in Human Resources Management, 9(3), 49-70. [In Persian]
Barton A. (2019). Preparing for leadership turnover in Christian higher education: Best practices in succession planning. Christian Higher Education, 18(1-2), 37-53.
Byham, W. (1999). Grooming Next Millennium Leaders, HR Magazine, 44(2): 35-51.
Chang, X., & Xue, J. (2020). Research on the evaluation and promotion of employees from the perspective of competency. Open Journal of Social Sciences, 8, 99-108.Charan, R. (2000). The leadership pipeline: how to build the leadership-powered company, 1st Edition, Jossey-Bass
Chartrand F. (2005) Workforce in transition succession planning: a tool for integrating emerging leaders in learning organizations, A Thesis Submitted in Partial Fulfillment of The Requirements for the Degree of Master of Art in Leadership and Training, Royal Roads University.
Crawford, L., & Nahmias, A. H. (2010). Competencies for managing change, International Journal of Project Management, 28(4), 405-412.
Damghanian, H., Rastegar, A., & Yazdani Ziarat, M. (2018). Designing and explaining the competency model in organizational interpersonal communication. Management Studies in Development and Evolution, 27(88), 143-174. [In Persian] doi: 10.22054/jmsd.2018.8930
Debrah, D. (2021). The development of competency models for sales manager based on the grounded approach in the retail entities in Zimbabwe. Journal of Human Resource and Sustainability Studies, 9(2); 291-303. doi: 10.4236/jhrss.2021.92018.
Dehghani Soltani, M., Ale Taha, H. R., Ghahri Shirin Abadi, E., & Taheri, H. (2015). Identifying the factors affecting the Iranian-Islamic Manager’s Competencies in Public Organizations. Journal of Improvement Management, 9(2), 97-120. [In Persian]
E Mateso. (2010). Understanding succession planning and management efforts at Midwestern University: A Dissertation Submitted to the Graduate College of Bowling Green State University in partial fulfillment of the requirements of the degree of Doctor of Education.
Emamimeybodi, A. A., Rahimian, H., Abbaspour, A., & Ghiasi Nodushan, S. (2019). Designing a leadership competency model for Public Universities in Tehran. Journal of Research in Human Resources Management, 11(2), 137-166. [In Persian]
Fathi, Sh. & Jamshidi, M.J. (2017). Examining the competency factors of project managers to increase organizational maturity. The 3rd International Conference on Management and Business. Tehran. [In Persian]
Fegley, S. (2006). Succession planning survey report. Society for human resource management. Retrieved March 7, 2009, from http://www.hrm.org/surveys.
Firk, S., Schmidt, T. & Wolff, M. (2019). CFO emphasis on value-based management: Performance implications and the challenge of CFO succession. Management Accounting Research, 44, 26-43.
Giberson, T. R. (2010). Performance capabilities and competencies model, undergraduate and graduate levels for performance improvement professionals. Wiley InterScience, 22(4), 99-120.
Hadizadeh Moghaddam, A. & Soltani, F. (2011). Explanation of the components of the implementation of succession management in the organization (case study: the headquarters of the National Iranian Oil Company and its subsidiaries based in Tehran). Strategic Studies in Petroleum and Energy Industry, 3 (10); 39-59. [In Persian]
Karami, M. (2016). Modeling the effectiveness of the Army organizations educational managers based on psychological factors and investigating its effectiveness on their empowerment. Ph.D Dissertation in the Field of Counseling, Faculty of Educational Sciences and Psychology. Allameh Tabatabai University. [In Persian]
Kim, Y. J., Kim, W. G., Choi, H. M., & Phetvaroon, K. (2019). The effect of green human resource management on hotel employees’ eco-friendly behavior and environmental performance. International Journal of Hospitality Management, 76(1), 83-93.
Liikamaa, K. (2015). Developing a project manager’s competencies: A collective view of the most important competencies. Procardia Manufacturing, 3, 681-687.
Mandi, A. R. (2008). A case study exploring succession planning: supported by a quantitative analysis of governmental organizations in the Kingdom of Bahrain. The George Washington University.
Nink, C., Boyer, D., & Fogg, J. (2006). Succession planning: preparing future corrections leaders - now. Corrections Today, 68(5), 34-37.
Noori, S., Boniadi Naeini, A. & Momeni, R. (2015). Designing and explaining the model of creative behavioral competencies in executive managers, Public Administration Perspective, 6(24), 77-102. [In Persian]
Ojeyemi, F. O. (2021). Effective succession planning for organizational development in Nigeria, Available at SSRN: https://ssrn.com/abstract=3951523 or http://dx.doi.org/10.2139/ssrn.3951523
Podmetina, D., Soderquist, K., Petraite, M., & Teplov, R. (2018). Developing a competency model for open innovation: From the individual to the organizational level, Management Decision, 56(6), 1306-1335.
Pollitt, D. (2005). Leadership succession planning "affects commercial success. Human Resource Management International Digest, 13(1), 36-38.
Porter, J. D. (2005). Application of Sandwich’s Competency domain model for senior College Housing Officers in the United States. Doctoral Dissertation, Gainesville: University of Florida.
Puspitasari, S. O., & Riyanto, S. (2020). The influences of transformational leadership and training on succession management as mediation variables in effort to increase an organizational capability at PT Gama plantation. Training, 1(8), 91.
Raby, R. L., & Valeau, E. J. (2021). Position training and succession planning for community college international education leaders. Community College Journal of Research and Practice, 45(2), 86-102.
Raja, M. A., & Aisha, A. (2012). Human resource management competency model for Pakistani Banking Companies, African Journal of Business Management, 6(38), 10396-10407.
Richardson, N. (2014). Predictors of nonprofit executive succession planning: A secondary data analysis’ (Unpublished doctoral dissertation). Capella University, ProQuest Dissertations Publishing.
Rothwell, W. J. (2002). Higher education may be losing its top officials sooner than expected. HR on Camus, 5(8), 1-4.
Rothwell, W. (2010). Effective succession planning: ensuring leadership continuity and building talent from within. 4th ed., AMA com.
Rothwell, W. J. (2005). Effective succession planning: ensuring leadership continuity and building talent from within", 4the edition, New York, American Management Association.
Sabone, O. A. (2015). A Synthesis of effective practices of managing succession planning in accounting firms in Botswana. Journal of Research in Business, Economics and Management, 3(3), 223-30.
Tolueian, G. (2019). Developing a process model of competencies of public sector human resources managers with an emphasis on the general policies of the administrative system. Quarterly Journal of New Research Approaches in Management and Accounting, 3(19); 43-58. [In Persian]
Ugoani, J. (2020). Management succession planning and its effect on organizational sustainability, International Journal of Economics and Business Administration, 6(2); 30-41.
Vaezi, R., Sayed Naghavi, M. A., Hosseinpour, D., & Taji, F. (2020). Competencies pattern of human resources managers for public organizations in the context of globalization. Management Studies in Development and Evolution, 29(96), 9-44.  [In Persian]   doi: 10.22054/jmsd.2020.39238.3232
Weigel, N. (2006). Developing leadership capacity by creating succession management system, Dissertation for MA degree in Leadership and Training, Royal Roads University.
Yu, W., Chavez, R., Feng, M., Wong, C. Y., & Fynes, B. (2020). Green human resource management and environmental cooperation: An ability-motivation-opportunity and contingency perspective. International Journal of Production Economics, 219, 224-235.
Zhao, L., Lu, Y., Wang, B., & Huang, W. (2011). What makes them happy and curious online? Unempirical study on high school students’ Internet use from a self-determination theory perspective. Computers & Education, 56, 346–350.

فایل ها

هم رسانی

ارجاع به این مقاله

آمار