The Social Psychology of Organizations.

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

An Occupation in Conflict-A Study of the Personnel Manager.

The majority of human resource management (HRM) studies, to date, are devoted to the developed countries and there is still scarcity of research on the nuances of HRM in the developing countries. This paper looks deeper into and reviews the empirical nuances of HRM functions in the Iranian public sector. Using interviews in five Iranian ministries, key HRM features are extracted and explained in a thematic manner. To authenticate the findings, the complimentary secondary data and documents were also studied. Results indicated eleven common features for the HRM practices including: unstable and personalized structure, obsolete job descriptions, double-standard in employee recruitment, lack of systematic career management, general instead of specialized training programs, imbalance between pay and performance, misalignment between organizational strategy and HRM practices, pseudo-knowledge management, silo mentality in HR departments, nonconformity in HR systems and the challenge of non-competent employees. This study also demonstrates how HRM functions stem from and are influenced more generally by environmental characteristics and cultural values.

https://ijms.ut.ac.ir/article_62662_c2a70e8444fbe1150805b21ac4f90d3c.pdf

Human Resource Management in the Public Sector: An Investigation into the Iranian Ministries

Human resource (HR) management is regarded as a vital factor in organizations. Nowadays, the human factor is considered a unique strategic resource and key executive system designers of organizational processes. Based on progressive organizational thinking, the human resource is assumed as a major asset among company’s production factors. The research goal for this paper is to evaluate human resource’s role in specialized and sub specialized medical training hospitals of Iran, using Ulrich model. Research results indicated that the studies hospitals revealed an average quality in providing human resource services and none of the hospitals could close to 160 which is the high quality standard of human resources based on the Ulrich model. Besides, the results showed that there is a significant positive correlations between the service qualities and human resources; and "strategic partner role" considered as the strength and "staff support role" regarded as a resilient point in human resource management. Considering positive impact of strengthening the planning, management and training of health workers on the performance of this section, it would be possible to improve the capacity of human resource managers and the quality of healthcare services in the society.

	 

	Key words: Human resource management, excellence, role of human resources, health services.

/pdf/analysis-of-the-human-resource-management-role-in-hospitals-3ga54hnz92.pdf

Analysis of the human resource management role in hospitals using Ulrich model

This dissertation presents a model focusing on human resource manager discretion and its role in influencing variations in HRM. Discretion, defined here as the latitude o f action of human resource managers, is suggested as an important means o f accounting for differing levels o f constraint facing the HRM function. Because the model developed here focuses on discretion as a characteristic which is common to theories of choice and environmental determinism in organizational research, it is designed to stimulate future research that simultaneously considers predictions o f HRM structure and content that have, to this point, been considered contradictory. In general, the results of the analyses presented indicate some support for the model o f human resource manager discretion. In particular, a study of 104 organizations found that variables in three categories, environment, organization, and manager, each play some role in explaining one of the three indicators of human resource manager discretion proposed in this study. Further, this study found some support for the proposed relationship between human resource manager discretion and variations in human resource management practices across organizations, indicating that human resource manager discretion appears to be a consequential variable in organizations that deserves further study.

/pdf/modeling-hrm-in-context-examining-the-role-of-human-resource-al0tqzvv98.pdf

Modeling HRM in Context: Examining the Role of Human Resource Manager Discretion.

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Modeling HRM in Context: Examining the Role of Human Resource Manager Discretion.