Volume 15, Issue 1 (Apr & May 2021)
payavard 2021, 15(1): 55-73 |
Back to browse issues page
Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
khosravi S, beheshti far M, Nikpoor A. Human Resource Management in the Shadow of Organizational Entrepreneurship by Approach to Third Generation Universities. payavard 2021; 15 (1) :55-73
URL: http://payavard.tums.ac.ir/article-1-7050-en.html
URL: http://payavard.tums.ac.ir/article-1-7050-en.html
1- Ph.D. Candidate in Human Resource Management, Faculty of Management, Rafsanjan Branch, Islamic Azad University, Rafsanjan, Iran
2- Associate Professor, Department of Management, Faculty of Management, Rafsanjan Branch, Islamic Azad University, Rafsanjan, Iran , m.beheshtifar@iaurafsanjan.ac.ir
3- Assistant Professor, Department of Management, Faculty of Management, Kerman Branch, Islamic Azad University, Kerman, Iran
2- Associate Professor, Department of Management, Faculty of Management, Rafsanjan Branch, Islamic Azad University, Rafsanjan, Iran , m.beheshtifar@iaurafsanjan.ac.ir
3- Assistant Professor, Department of Management, Faculty of Management, Kerman Branch, Islamic Azad University, Kerman, Iran
Abstract: (1517 Views)
Background and Aim: The presence of a competent and capable human resource management is one of the preconditions for the success of the organization. Factors such as the emphasis on the need to establish knowledge-based companies, the activities of third-generation universities and technology, and the challenges of financing the health sector, the scientific and technological attractiveness of developed countries and the consequent withdrawal of active and specialized forces from the field of health, importance. Attention to the organization of human capital is more prominent and due to the fact that the modern development process of the organization is based on the paradigm of innovation, the interest in ways to guide the human resource management of the entrepreneur is increasing. Therefore, the purpose of this study is to predict the human resource management model based on a comprehensive organizational entrepreneurship system in the third generation of medical universities.
Materials and Methods: In the present study, with exploratory interviews, the proposed model for human resource management based on organizational
entrepreneurship was predicted and analyzed using content analysis method. The research population consists of basic and middle managers in the field of health, from which 20 people were selected as a sample by non-probability judgment sampling and snowball sampling.
Results: The results showed that in the field of organizational entrepreneurship (at all organizational levels in the field of health, including queuing and headquarters) 4 main and effective categories on soft and hard skills of human resource management can be classified. The three categories, including structural, behavioral and environmental branches in all government agencies and even in the field of industry have relatively similar concepts, codes and essentially functions. However, regarding the fourth category, namely excellence in the field of health, especially in medical universities, health centers and affiliated hospitals, it is quite noticeable.
Concolusion: Organizational strategies and decisions at the macro level have an undisputed and effective role in laying the groundwork for organizational
entrepreneurship and, ultimately, strengthening processes and feedback from human resource management at the level of health organizations.
Materials and Methods: In the present study, with exploratory interviews, the proposed model for human resource management based on organizational
entrepreneurship was predicted and analyzed using content analysis method. The research population consists of basic and middle managers in the field of health, from which 20 people were selected as a sample by non-probability judgment sampling and snowball sampling.
Results: The results showed that in the field of organizational entrepreneurship (at all organizational levels in the field of health, including queuing and headquarters) 4 main and effective categories on soft and hard skills of human resource management can be classified. The three categories, including structural, behavioral and environmental branches in all government agencies and even in the field of industry have relatively similar concepts, codes and essentially functions. However, regarding the fourth category, namely excellence in the field of health, especially in medical universities, health centers and affiliated hospitals, it is quite noticeable.
Concolusion: Organizational strategies and decisions at the macro level have an undisputed and effective role in laying the groundwork for organizational
entrepreneurship and, ultimately, strengthening processes and feedback from human resource management at the level of health organizations.
Keywords: Human Resource Management, Organizational Entrepreneurship, Third Generation University, Qualitative Research
Send email to the article author
| Rights and permissions | |
 |
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. |
