Perceptions of Managers and Academic Experts about Strategic Human Resource Management Practices: Qualitative Study

Document Type : Original Article

Authors
Susan Bahrami 1
Mahmod Keyvan Ara 2
Rezvan Ojaghi 3
Maryam Afshari 4
1 Educational Administration, Faculty of Education and Psychology, University of Isfahan and Researcher, Health Management and Economics Research Center, Faculty of Management and Information Sciences, Isfahan University of Medical Sciences, Isfahan, Iran
2 Associate Professor, Research Center of Effective Social Factors in Health, Faculty of Management and Information Sciences, Isfahan University of Medical Sciences, Isfahan, Iran
3 Library and Information Sciences, Faculty of Management and Information Sciences, Isfahan University of Medical Sciences, Isfahan, Iran
4 Vice chancellery of Research and echnology, Isfahan University of Medical Sciences, Isfahan, Iran
Abstract
Introduction: Today's workforce is the most important competitive advantage for organizations. Therefore, university administrators should be aware of how to deal with the strategic and to learn effective use of the advantages. The aim of this study was to identify and understand the opinions of academic experts on strategic human resources management applications in Isfahan University of Medical Sciences. Methods: This research was a qualitative method of thematic analysis. Participants in this study were 14 academics experts who had experience or publications related to the topics of the research. Instrument of this study was interview and were stopped when reached saturation in the research and the main concepts were extracted from the interviews. Results: The results were arranged in six categories; experience of management problems, inefficient human resources practices, training, performance evaluation, Participation in decision-making and combination. Participants emphasized on the importance of strategic human resources management practices of the inefficiency of power without authority, lack of freedom, assignment of administrators, lack of strategic view and organizational culture, lack of training, lack of monitoring of learning and routine training, unrealistic and routine performance evaluation, advisory and personal decision-making, and organizational hierarchy, lack of flexible and immaterial rewards and emphasis on financial rewards. Conclusion: Strategic management of human resources by creating a macro perspective, provides pay attention to staff basic problems and caused utilization of organization from skilled, committed and motivated personnel to achieve sustainable competitive advantage. Keywords: Strategic Management; Human Resources; Managers

Keywords

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Health Information Management
Volume 10, Issue 7 - Serial Number 7
Autumn 2014
Pages 1023-1033