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10Разработка модели стратегического управления человеческими ресурсами
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Тандоган Мустафа
докторант, Институт социальных наук, Южный федеральный университет (УИБиП), antalyamavi@gmail.com
Целью этой работы в статье является концептуальное решение стратегического управления человеческими ресурсами, а также разработка модели для создания своих механизмов. Для достижения этой цели была проведена анкета в больнице, расположенной в городе Антальи. Анализировалась, какие механизмы состоит из стратегического управления человеческими ресурсами. Цель исследования в части практики исследования является В прикладной части исследования были даны цель, объем, образец исследования, модель и гипотезы исследования, используемые инструменты измерения, используемый статистический анализ, ограничения исследования, корреляционный и регрессионный анализ для проверки гипотез. Опрос, созданный с использованием шкалы типа Likert, был применен к 103 сотрудникам в Анталии. Реализованные результаты опроса были проанализированы с SPSS 23 пакетной программы. Анализ корреляции и регрессии был применен к опросам по выявлению механизмов, составляющих стратегическое управление человеческими ресурсами. Результаты анализа были проанализированы и интерпретированы, чтобы получить результаты. Фактор, который поможет максимально использовать человеческий ресурс в форме поддержки, которая будет отличаться в исследовании, был поддержан путем создания теоретической инфраструктуры, которая будет способствовать стратегическому управлению человеческими ресурсами. Результаты исследований обсуждаются с учетом полевой литературы. Рекомендации были предложены исследователям в соответствии с результатами исследования.
Ключевые слова: Стратегия, Стратегическое Управление, Производительность Предприятия, Человеческие Ресурсы, Мотивация
1. INTRODUCTION
At the point of globalization, competition conditions for enterprises have become more strategic. Due to the change in the speed experienced in technology, the level of difference in enterprises has started to decrease. In this respect, in order to maintain business continuity, it is important that enterprises have a strong structural structure in order to be superior in terms of competition and performance. The greatest power to give businesses this privilege is human resources.
Guidance of individuals with different expectations, needs and motivation resources to improve performance is not as easy as it is thought. Traditional human resources management (recruitment, training, development, compensation, etc.) their approach is inadequate at this point. Strategic human resources management as a distinguishing force is the element that will ensure optimum utilization of human resources. Because strategic human resources management means increasing company performance. The first step in improving the human resource to improve the performance of the company is to integrate the targets of the employees with the business objectives. Strategic human resources management should take care to ensure and maintain the fine balance of compliance when choosing, training and rewarding workforce.
It is difficult for those who have different expectations, needs and motivation resources to be directed to improve performance in favor of the people. Human Resources Management (Recruitment, Training, Development, wage-making, etc.) taking the traditions into account. functions are less in this respect. Strategic human resources management is the factor that will help make maximum use of human resources in a form of support that will make difference. Strategic human resources management is effective in improving the performance of enterprises. The development of enterprises in a way that will have a positive impact on the performance of the enterprise should be defined as the common goal of employees and management. When selecting individuals that will create the human resources of the enterprise, giving training, providing development and giving awards, attention should be paid not to break the common goal alignment.
2. STRATEGIC HUMAN RESOURCES MANAGEMENT
The target is determined in the strategies in wars and politics. The goal is to win the election or the war. The goal of the strategy in business management is similar to the goal found in elections and wars. In addition, the strategy to achieve performance from the entire enterprise is in a sensitive place (Magretta, 2002).
Human resources management is a strategy linked to the management of the individual factor that is able to influence the efficiency level of all assets in organizations, where reorganization of organizations is the main place, and Strategic Human Resources Management covers all management decisions that affect the links between organizations and employees.
Strategic Human Resource Management is the first step in determining the strategy of organizational structure and organization. In order to increase the loyalty and dedication of the employees and to achieve this, it has been effective activities in the formation of organizational culture. In addition, Strategic Human Resource Management enables the creation of active employees and the best evaluation of this valuable asset (Finkin, 2016).
In the process of becoming Global, which has continuously increased its effectiveness for the last two decades, it is observed that organizations that have gained competitive advantage at international level interpret the individual factor differently and emphasize the importance given to human resources. In this process, human resources management becomes more important due to the complex environmental conditions and many managers are beginning to perceive that human resources management has very important strategic implications for the organization. The center of the initiatives related to this strategy is to create strategic human resources management as an understanding of exploration, reconnaissance and future formation, to be strategic innovative in organizations and to be creative in terms of all employees and to be involved in the strategy creation process of all employees. Strategic human resources management №bt et al.; 2006; Cooper, 2006).
The issue of competition gained momentum, increased speed of change in technology, changes in demographic structure, the economy and the resulting fluctuations in frequency
Demographic information Strategie H RM Dimensions
Vocational total seniority, Gender,
Task, level of education,
Marital status,
How many years he has
done his duty,
Age
Strategic IIRM process
Compliance with Strategie 11RM organization structure, Strategic stability Strategic I IRM Expectations Strategic I IRM Politics
Hypotheses
Ну pot es No Hypo thes Accetped/ Rejected
Hl The strategic HRM process, which is I lie sub -size of strategic 1IRM management of health workers, differs significantly from the professional total seniority, gender, duties, education levels, marital status, the number of years tlicy arc currently carrying out their duties according to tlieir aae. REJECTED
H2 Alignment with the strategic 1 IRM organizational structure, which is the sub -size of strategic HRM management of health workers, differs significantly from the age of their professional total seniority, gender, duties, educational levels, marital status, and the number of years in which they arc currently employed. REJECTED
H3 Strategic HRM. which is the sub -size of strategic HRM management of health workers, differs significantly from the professional total seniority, gender, duties, education levels, marital status, the number of years in which they are currently employed, according to their age REJECTED
H4 Strategic HRM expectations and occupational total seniority, gender, duties, educational levels, marital status of health workers, which are the sub -dimensions of strategic HRM management, differ significantly according to their age. REJECTED
H 5 Strategic HRM policy, which is the sab -size of strategic HRM management of health workers, differs significantly from the professional total seniority, gender, duties, education levels, marital status, the number of years they have done ill eir job. according to their age. REJECTED
to be seen again, as the gain of structural elements such as the intensity of organizational change Strategic Management Human Resource Management makes it necessary to win with integrity, and also affected by the form of the most important elements in this process (Barut3ugil, 2004).
Human resources management function is followed as a key factor in achieving strategic responses to pressures coming from external environment and ensuring development. Human resources management needs to make a beneficial difference to the organization in order to be an excellent aid in achieving the strategic goals of the business. Human Resources Management (HRM) is an approach to the management of human resources.
3. MATERIALS AND METHODS
3.1. Aim of the Research
The aim of this paper is to conceptualize Strategic Human Resource Management in order to create a model for its mechanisms.
3.2. Population and Sample of Research The universe of this research is the health
workers in various units and positions in a hospital operation in Antalya. The sampling selection of the research is in the form of cluster sampling. According to this, a hospital that allows research has been chosen as an example. The sample of the study consists of 103 people working in a hospital in Antalya.
3.3. Research Model and Hypotheses The model of the study was based on
the impact of demographic status of health workers on strategic human resources management. The effects of demographic status of health workers on the dimensions of strategic human resources were studied. Accordingly, the model and hypotheses of the research are shaped as follows.
3.4. The Measurement Tools Used in Research
Scale is Likert type; "1: Definitely disagree, 2: disagree, 3: indecisive, 4: agree, 5: Definitely agree" was scored in the form of. The results of the questionnaires were analyzed with SPSS 23 package program.
3.5. Statistical Analysis Used in the Research
Before the study, demographic findings were presented with the help of frequency analysis. Multiple regression analysis was performed for the test of hypotheses established within the scope of the research model. Correlation analysis was performed to measure the direction and severity of the relationship between the two variables.
3.7. Findings of the Research
40.8% of the participants were male and 59.2% were female. Age 21.4%, 21-30%, 40.8%, 31-40%, 29.1%, 41-50%, 8.7%, 51 and above age range. According to their marital status, 31.1% are single, 68.9% are married. According to the educational status, 24.3% were high school, 32.0% were undergraduate, 27.2% were undergraduate, 9.7% were graduate (master or doctorate) and 6,8% did not answer this question.
According to their duties, 31.1% were nurse, 7.8% medical secretary, 39.8% civil servant, 4.9% security officer, 4.9% emergency medical technician, 1.0% dietician, 3.9% public relations officer, 1.9% midwife, 1.9% doctor, 1.9% labor force and 1.9% did not answer this question.
The duration of the participation of the participants in the study was less than 2 years, less than 14.6%, 19.4%, 2-5 years, less than 5 years, 65.0% and 1.0% did not answer this question.
17.5%, 5 years, 18.4%, 6-10 years, 14.6%, 11-15 years, 47.6%, 16 years and above, 1.9% did not answer this question.
CONCLUSION
The rejection of the hypotheses developed as a result of the survey scale shows that while creating strategic human resources management planning in a hospital operation in Antalya, it is necessary to convey these strategies to its employees more clearly. The hospital's mission, vision, field of activity and expectations should clearly share with its employees and follow the recycling of these shares. Taking measures to improve the performance of hospital health workers, creating a sense of belonging, preventing negative impact on brand value and performance, appreciation of employees, equality of opportunity, expressing themselves in a comfortable manner, will increase positively in the image and performance of the hospital.
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Development of a model of strategic human resources management Tandoрan Mustafa
Southern University (IMBL) The aim of this paper is to conceptualize Strategic Human Resource Management in order to create a model for its mechanisms. In order to achieve this goal, a survey was carried out at a hospital operation in Antalya. Strategic Human Resources Management has been analyzed through which mechanisms. The aim, scope, universe and sample of the study, model and hypothesis of the study, measurement tools used, statistical analyses used, limitations of the study, correlation and regression analysis for hypothesis tests were presented. A survey of Likert type scale was carried out to 103 employees in Antalya. The results of the questionnaires were analyzed with SPSS 23 package program. Correlation and regression
analyses were applied to the questionnaires aimed at revealing the mechanisms of Strategic Human Resource Management. The results of the analysis were converted into tables and interpreted and the results were tried to be reached. In the research, the factor that will help make maximum use of human resources in the form of support that will be different was supported by creating a theoretical substructure that will contribute to Strategic Human Resources Management. Research findings were examined and findings were discussed considering the field literature. According to the findings obtained from the research results, suggestions were made to the researchers.
Keywords: Strategy, Strategic Management, Corporate Performance, Human Resources, Motivation
References
1. Barutcugil, Ismet (2004), Strategic Human Resources Management, First Edition, Istanbul: Kariyer Publishing.
2. Cooper, Cary (2006),, Future of strategic HR
mindset on adopting business,, Staff Today, pp.16.
3. Slim, Mehmet; 16 Change Factors and Changing
Functions of Human Resources Management in Organizations Insan, (Accessed on: 05.06.2016).
4. Magretta, Joan (2002); What Management Is,
New-York: The Free Press
5. Ogut, Adam, Tahir Akgemici and M. Tahir
Demirsel; En Employee Motivation Process in Organizations in the Context of Strategic Human Resources Management lar? http: // www.sosyalbil.selcuk.edu.tr/sos_mak/ makaleler%5cadem%20%c3%96%c4%9e%c3%9c t%20%20tahir%20akgemc%c4%b0%2 0%20m.%20tahir%20dem%c4%b0rsel % 5C277-290.pdf, 05.06.2016.
6. Verweire, K. (Editor) (2004), Integrated
Performance Management: A Guide to Strategy Implementation, London, GBR: Sage Publications, Incorporated, p. 190. http:// site.ebrary.com/lib/karaelmas/ Doc?id=10080846&ppg=205, 05.06.2016.
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