Developing the human resource strategies with the approach to Strategic Reference Points (SRP) (Case Study: The Civil Deputy of the Isfahan Municipality)

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Codification and implementation of human resource strategy are practiced to make a bridge between policies and human resource methods, on the one hand, and strategic goals of the organization, on the other hand. Therefore, the present research was undertaken to develop human resource strategies with an approach to strategic reference point (SRP) in Deputy of Civil Affairs of Isfahan Municipality via a hybrid (qualitative and quantitative) method. The model adopted in this research was based on the integrated model proposed by Bamberger and Meshoulam. In the qualitative part, purposive sampling was used to achieve data saturation, while census method was utilized in the quantitative part. The quantitative data was collected via a descriptive survey approach through two researcher-constructed questionnaires, while qualitative data was collected via interviews. Following the analysis of the obtained data, strategic coordinates of the jobs were determined and appropriate strategic model for each set of the jobs was identified. Research findings showed that paternal strategies are appropriate for management, technical, and specialized jobs, secondary strategies are suitable for administrative jobs, and contractor strategies well fit to servicing jobs. Finally, as components of a framework for achieving organizational goals, strategic goals, human resource strategies, and human resource subsystems (human resource supply, performance evaluation and rewards, employee relations) were developed.

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    • Figure 1. Conceptual model
    • Figure 2. Determining the main SRP coordinates of managerial and service jobs
    • Figure 3. Determining the main SRP coordinates of administrative and specialized-technical jobs
    • Table 1. The integrated model of formulating human resource strategy (Bamberger and Meshoulam)
    • Table 2. Secondary SRPs (indices) separated by the job characteristics and features expected of employees
    • Table 3. Secondary SRPs (indices) divided by category (HR sub-systems)
    • Table 4. The mean values of the questionnaire for determining the importance of each criterion in identifying the job control type (SRP1)
    • Table 5. Mean values of the questionnaire for determining the importance of each criterion in identifying the labor market type (SRP2)
    • Table 6. The mean and standard deviation of the managerial positions questionnaire SRP1 before Delphi revision
    • Table 7. Summary of main SRP coordinate values of the jobs in the Civil Department of the Isfahan Municipality
    • Table 8. Strategic objectives of human resource jobs in the Civil Deputy of the Isfahan Municipality
    • Table 9. The strategies of human resource supply subsystem jobs in the Civil Deputy of the Isfahan Municipality
    • Table 10. The strategy of job performance appraisal and reward subsystem in the Civil Deputy of the Isfahan Municipality
    • Table 11. The jobs employee relations sub-system strategy in the Civil Deputy of the Isfahan Municipality