Examine the role of human resource management in agile organization

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1 Examine the role of human resource management in agile organization Hasan Labaf Assistant of professor in business management, Shakhes Pajouh Institute Isfahan-Iran Afshin Rostami PhD student of Human Resource Management, Shakhes Pajouh Institute Isfahan-Iran Abstract The purpose of this study was to evaluate the role of human resource management, human resource management role in the organization Hammy, in achieving competitive advantage to a large extent, has been discussed in previous research, but about the role of human resource management in organizations, few studies have been done. Competitive advantage, the main objective of the business environment, unpredictable and changeable, has become. To cope with the new changes, organizations need to think beyond the adaptation to change, and are looking to take advantage of potential opportunities. One of the paradigms of increased flexibility, speed and quality, organizational agility. Seems to lack consistency, about strategy, human resource management, and business strategies, and the impact on organizational performance in the major sectors, the company has on their performance, lowering effect, there is, according the new universality of this paper seeks to examine the role of human resource management in organizations. predictable achieved. The findings of this paper can be the key factors in achieving organizational agility, with an emphasis on the use of human resources. Keywords: human resource management, adaptability, agility organization, quality. 1-Introduction Challenges facing organizations in the strategic management of human resources has always been that, what strategy and human resource management practices, will ensure the success of the organization, and staff development to a sustainable competitive advantage for the organization to be effective that was. To answer this question, two main approaches have been proposed. The first approach is known as contingency theory, that is to choose the right type of strategy, and human resource practices, to coordinate the strategy, with all other variables, in particular the organization and the organization's overall strategy, considering. (Akhavan Pezeshkan, 2011). In contrast to this approach, the universal theories have been proposed, according to this theory, a set of best practices has the best performance, the organization will have the performance of the organization, as compared to other organizations, it measures have not been implemented, will improve. (Akhavan Pezeshkan, 2011). scholar collection management, innumerable new approach to accomplish, achieve and maintain competitiveness in turbulent times have suggested. In general suggestions and recommendations, can be classified as organizational changes (Gouillart, Francis and Kelly, James (1995). 2. Strategic Management of Human Resources: The advent of sub-fields of strategic management, human resources, and the role of human resources in support of business strategy, the opportunity to prove its worth, the company provides. The emergence of the field of strategic management of human resources, back to 1984, when Dvana, Fambron and Tichy, the relationship between business strategy and human resources to widely studied (Dunford, Snell, & Wright, 2007).mdyryt human resources company needs to achieve the following strategic objectives to achieve and maintain a competitive advantage (Armstrong & Baron, 2003): A) investment in people, by introducing and encouraging learning processes, to increase the competencies and skills; 7

2 B) To ensure access to the knowledge needed to achieve the goals and development of intellectual capital; C) determine the actions required to ensure organizational success and encouraged, valued and rewarded for this behavior; D) encourage people to communicate sincere in what they do for the organization, achieving the commitment of the organization's mission and commitment to the values.management strategic human resources, rather than underlying human capital efforts in achieving the objectives of the designed a series of policies and measures of internal consistency (Hall et al., 2009). To achieve this goal, understanding the relationship between human resource management and business strategy is essential. The concept of functional strategies fit with the overall company strategy, Skinner began with research. He suggested that companies have their production systems to suit their corporate strategies. (Skinner, 1969). 3. Human resource management strategies: Since 1895, human resource management strategies, the management is very important (Terpstra & Rozell 1993). Because the concept is closely associated with the use of the company's efficiency and effectiveness to promote, Dowling and Schuler human resource management strategies, in operation, facilitator, and divided Involved (Dowling and Schuler, 1990). These guidelines are established as incentives, investment, and Involved classified (Dyer 1984). Involved strategy based companies, employment gaps in the inner cover, rely on a multitude of methods to promote and adopt a broader career path. In addition, careful attention to staff training and development, and the equality of domestic payments, and providing incentives to employees stressed. On the other hand, corporate strategy, operations, performance evaluation on an exclusive basis, and short-term basis and paying less and less job security adopt. The company adopted the strategy facilitators, technology, human resource management, often in the range of companies operating strategy, and companies are pursuing a strategy Involved (Dyer 1984). 4. The concept of agility: ((Goldman)) agility, defined as follows: ((ability to succeed in an ever-changing and unpredictable)). Recently the concept of organizational agility a certain place, not in the dictionary of business possibilities in this respect there. For example, ((Goldman et al.)), It is an unique way, and essential for business management were discussed. (Goldman et al., 1995). This concept is also the concept of strategic planning ((Hamel and Prahaldz) ) is similar, it is a long-term competitive position, the organization hopes to have it defined. (Hamel et al., 1994). Speed and flexibility, agility constitute the main axis. To the organization quickly and with flexibility to act, requiring the use of technology and information systems to date, capitalize on knowledge workers, business process integration in both sides of the virtual forms of cooperation achieve internal and external supply chain are integrated. (BreuK et al., 2001). 5. agility of organization: In the business market, the agility to create a variety of methods. For example)) Goldman et al.)) To adapt to the constant and stable, compared to the needs of our customers by offering a wide range of products and services are mentioned.. (Goldman et al., 1995). Another approach to preventive action, timely emphasized that, for the creation and access to market opportunities, or to undermine competitors' moves are designed. (Downey, Richard, 1995). Another approach to preventive action, is.. (Brook et al., 2001). In general we can say that, agility requires the following: 1. emphasis on adaptability 2. Continuous awareness of environmental opportunities and threats 3. The internal reliability of opportunities, and to minimize the negative impacts of potential threats (Hamel et al., 1994). 6. The role of human resources in organizations agility: Where the work force is one of the most important asset of any organization, and plays a key role in the success of the organization, activities related to human resources can have a great impact on creating enterprise agility. 8

3 From the perspective of the authors, the role of human resources, the agility of organization requires a combination of 7 human resources activities that include job design, staffing, education, training and development, performance management, employee communication and working relationships. 6-1-design work:the design varies from job to job. Refers to a method that is designed to work through the tasks are defined. The challenge in this area is that, instead of the duties of a job, or even to define a series of jobs, a wide activities which, by every department of an organization is determined by us. The line between design, organization, and convenience are slowly fades. (Laver and Edwards, 1994). 6.2-hiring:Agile organizations in the selection, and employment as well as the technical knowledge and skills are emphasized. A belief in shared values, and agility characteristics are considered. Agile organizations expect from the staff, the ultimate responsibility for their tasks take, and did their best to acquire information about future needs and opportunities to apply. (Dyer, L. & Shafer, 1998). 6-3-education, development and training:employees can only set a variety of tasks to do that, they have the necessary skills to perform. (Sumukadas N. & Sawhney, 2004). That's why organizations feisty effort, time and cost a lot to the development and training account. They are constantly learning as one of their fundamental values. Agile organizations often have a permanent learning culture. (Goldman et al., 1995). 6-4-management functions:trying agile organizations, in order to establish the norm, according to which all employees have the right to receive timely feedback about the performance of their Informal (whether positive or negative) have. (Dyer, L. & Shafer, 1998). 6-5-compensation:Agile organizations have compensation systems that are more personal than usual to reward that behavior, and less than usual to post. The basic principles include the following: - A basic salary - Payment based on the knowledge, skills and competence - Benefits associated with the performance, in terms of basic rights are not - Cash and non-cash compensation - Flexible Benefits (Dyer, L. & Shafer, 1998). 6-6-communication and good relations:employees wheels of change, adaptation and learning makes it smoother. Agile organizations need current information at the time, vertical and horizontal. According to the staff should identify their information needs, as well as sharing the information. (Dyer, L. & Shafer, 1998). 7. Conclusion: It was clear that further adaptation strategies for human resource management, and business strategy, corporate performance will be followed. In this study it was found that adaptation strategies for human resource management, and business strategies, organizational performance improvement factor is that, with the findings of Wheelwright, Bofa, Fine and Hawks, Kota and Arne, and Ruth Miller, range and Huck, he corresponded Bichler and Hawke. According to the results, we recommend companies to improve their performance, adaptable human resource management strategies, and business strategies to consider. Companies and organizations to improve the performance of their business strategy must be based on long-term plans and the external environment, and organizational design, and then their human resource management strategies, in accordance with overall business strategies and requirements, developed and run. Proportions and consistency with the overall strategies of the organization and human resource management strategies, not only enhanced the effectiveness of human resource management, but also will improve organizational performance. It should be noted that the performance of an organization or company, not only by the agent is natural, internal and external factors that affected much. Achieve in today's dynamic work environment, and agility needed to adapt to changes in the organization. Including job design, staffing, education, training and development, performance management, employee communication and working relationships. Is. And the role of human resources, the agility of organizations were examined. 9

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