Abstract
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.
Highlights
A comprehensive human resource system enhances organizational performance and plays a crucial role in sustained competitive advantage
It is worth noting that, contrary to other previous studies, management occupations in this research were not within the scope of committed strategies because the study is a public organization and its managers have no full authority and should decide in accordance with the rules and regulations of the state, so, it is expected that commitment strategy will be the appropriate strategy in the near future with the growing complexity of the jobs, as well as changing government policies to increase the authority of government agencies, and especially municipalities
In this regard, according to strategic and broad views of respondents, the research literature and the expert opinions, the strategic objectives of jobs were determined; so it can be stated that the determined targets (Table 8) have the necessary credit to be implemented at the Civil Department of the Isfahan Municipality because it has been clarified consistent with the vision and mission of the Isfahan Municipality in the field of human resources as well as some of the opinions of a group of operation managers who are implementing the strategies
Summary
A comprehensive human resource system enhances organizational performance and plays a crucial role in sustained competitive advantage. The present study has addressed formulating Human Resource strategies of the Civil Deputy of the Isfahan Municipality which has caused linking policies and practices of human resources with the human resources strategic objectives of the Isfahan Municipality, and according to previous research, is considered as a fundamental pillar of organizational performance; so that the organization can pay attention to its human capital as a competitive advantage by adopting appropriate strategies in the field of supply and development of human resources, performance evaluation and employee relations and reach its major goals. The main problem of this research is to develop appropriate strategies for human resources in the Civil Deputy of the Isfahan Municipality with the strategic reference points (SPR) approach in the human resources supply, performance evaluation and employee relation sub-systems
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