Ali Shaemi Barzaki; Susan Bahrami; Fatemeh Hatampoor Azarkhavarani; Reza Radmehr
Volume 10, Issue 7 , December 2014, , Pages 997-1006
Abstract
Introduction: Organizational culture as a source and a source of organizational processes, affected management practices and organizational members' attitudes toward their jobs. Thus, job satisfaction or dissatisfaction can not be divorced from organizational culture. The aim of this research was to ...
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Introduction: Organizational culture as a source and a source of organizational processes, affected management practices and organizational members' attitudes toward their jobs. Thus, job satisfaction or dissatisfaction can not be divorced from organizational culture. The aim of this research was to analyze the relationship between staff perception of organizational culture and their job satisfaction in the faculties of Isfahan University of Medical Sciences. Methods: The study was descriptive- survey. The statistical population consists of staff of faculties of Isfahan University of Medical Sciences in 1390 and 273 participants were categorized randomly as the study sample. To collect the respondents’ opinions, Standard Denison Questionnaire for measurement organizational culture and a questionnaire which was made by the researcher for measurement job satisfaction was used. The questionnaire’s validity was confirmed by confirmatory factor analysis. The estimated Cranach’s alpha for organizational culture, job satisfaction and the whole questionnaire was estimated as 0.90, 0.80 and 0.92 respectively. The statistical analysis for the present study was done by statistical tests such as one sample t-test, Anowa and Tukey. Furthermore, the research hypotheses were tested by the structural equation modeling technique and SPSS, Amos Software. Results: The results indicated that the organizational culture had a meaningful positive relationship with the job satisfaction in staff of faculties of Isfahan University of Medical Sciences. Moreover, the factors of “consistency” and “mission” had the most relationship with staff job satisfaction 0.19, 0.47 respectively. However, no meaningful relationship was found between the factor of “involvement”, “adaptability” and job satisfaction. Conclusion: Findings showed that professional perceptions and attitudes are factors of the various organizational and. if the organizational culture promotes employee empowerment, people are more motivated and eager to do the job. Keywords: Organizational Culture; Job Satisfaction; Personnel
Mehdi Abzari; Reza Radmehr; Fatemeh Hatampoor
Volume 10, Issue 7 , December 2014, , Pages 1007-1013
Abstract
Introduction: Today, the use of appropriate talent management strategy requires an understanding of IT infrastructure and determines the level of readiness of each infrastructure subsystems in the implementation of effect of electronic human resource management. The main purpose of this study was to ...
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Introduction: Today, the use of appropriate talent management strategy requires an understanding of IT infrastructure and determines the level of readiness of each infrastructure subsystems in the implementation of effect of electronic human resource management. The main purpose of this study was to investigate the effect of implementation of subsystem for electronic human resource management on talent management strategy in Isfahan University of medical sciences. Methods: This research was conducted using descriptive-metrical method and has five Hypotheses. To investigate this hypothesis, a questionnaire which made by the researcher was used. For assessing the validity of the questionnaire formal methods was used and the reliability assessed with Cronbach's alpha reliability coefficient (0/812). The population size is about 160. Therefore, based on random sampling the statistical sample was selected and finally 70 questionnaires were collected. The AMOS, SPSS18 software is used for analyzing the data. Results: The results indicate that the subsystem of electronic human resource management had a positive effect on strategy talent management and the most affective is for subsystem of electronic human resource planning. Conclusion: Results showed that the electronic human resource planning subsystem, electronic recruitment and selection subsystem, electronic performance management subsystem, electronic compensation subsystem, electronic human resource development subsystem, electronic discipline and moral criterion subsystem, electronic human resource safety and service subsystem have a direct positive effect on talent management strategy. Keywords: Talent Management; Management; Human Resources
