Identificación de indicadores de productividad de recursos humanos en

organizaciones ejecutivas y análisis de su situación

Identifying Human Resources Productivity Indicators in Executive Organizations and

Analyzing their Situation

Ali Shahabi Nasab

1a

, Alireza Manzari Tavakoli

2

, Sanjar Salajegheh

2

Orcid ID: https://orcid.org/0000-0002-3412-6731

3

Orcid ID: https://orcid.org/0000-0002-3731-6012

4

Recibido: 19 de enero de 2020 Aceptado: 15 de julio de 2020

Resumen

Este estudio tuvo como objetivo identificar los indicadores de productividad de los recursos

humanos en las organizaciones ejecutivas de Kohgiluyeh y la provincia de Boyer-Ahmad y

analizar su situación. Esta investigación se aplica en propósito, de naturaleza descriptiva-

coeficiente alfa de Cronbach fue superior a 0.7, lo que muestra la consistencia entre ítems y la

confirmación de la confiabilidad. Para examinar los datos, se realizó un análisis factorial

exploratorio utilizando LISREL. Según los resultados, los datos obtenidos se ajustaron

adecuadamente con la estructura de factores del indicador de productividad de recursos

humanos y los ítems de este indicador fueron consistentes con la construcción de la

infraestructura. Los resultados de las subescalas mostraron que los indicadores de motivación

(89.34), habilidad (87.15) y credibilidad (80.05) estaban respectivamente en el primer al tercer

lugar en términos de nivel de recursos humanos de las organizaciones ejecutivas de Kohgiluyeh

y Boyer-Ahmad. En conclusión, se sugiere enfatizar la importancia de los recursos humanos

competentes y eficientes para mejorar la productividad organizacional y motivar a los recursos

E-mail: shahabi200950@yahoo.com

Abstract

This study aimed to identify the indicators of human resource productivity in the executive

questionnaire was used. The experts confirmed the validity of the face and the content of the

questionnaire, and the Cronbach's alpha coefficient was higher than 0.7, which shows the

consistency between items and the confirmation of reliability. To examine the data, an

exploratory factor analysis was performed using LISREL. According to the results, the data

obtained was adequately adjusted with the factor structure of the indicator of productivity of

human resources and the items of this indicator were consistent with the construction of the

infrastructure. The results of the subscales showed that the indicators of motivation (89.34),

ability (87.15) and credibility (80.05) were respectively in first to third place in terms of level

of human resources of the executive organizations of Kohgiluyeh and Boyer-Ahmad. In

conclusion, it is suggested to emphasize the importance of competent and efficient human

Introduction

The concept of productivity should be considered in the organizations and their

performance success. Organizational productivity, and in more specialized terms, the human

resources productivity in organizations, is one of the possible consequences of considering the

indicators and human resources. Productivity is a culture and a rational approach to work and

life that aims to make activities smarter for a better and excellent life (Boselie et al., 2020).

If an organization can achieve its goals of customer satisfaction, it will be an effective

organization. However, if the organization achieves the same goal by decreasing the number of

its employees, it will be more efficient than before. Many scholars of the management and

the company's current financial situation, and productivity reflects the company's future

position. A company can only continue its profitability if it does not ignore the productivity

(Chew & Basu, 2005).

To increase productivity in the organization, several conditions should be provided that

human resources are the most important factor. The emerged human resources to do the duties

are a significant factor in productivity. Human resource is one of the most valuable resources

of any organization and has been a major factor in the development of many countries for a

long time. Human resources can be efficient and capable if they are able to make an efficient,

profitable and useful organization to the society, and in general, make the country prosperous

was further determined that the participation of human resources in decision-making is of

secondary importance of developing organizational productivity. Eventually, this study showed

that leadership style is also one of the effective components (Collins, 2007).

In his research, he presented and proposed effective solutions to increase the

productivity of human resources in organizations and finally argued that strategies such as

paying attention to the increasing participation of employees, proper selection of employees

and staff training, type and style of leadership o managers, review and reform the organizational

structure (pay more attention to the development and regulating clear job descriptions for

organizational positions of all employees, considering the conditions of job promotion,

documenting affairs and regulating work procedures) and ultimately, improving the employee

compensation system are the most important influential factors in human resources productivity

the field of expertise to the field of work, the importance of the employees' work filed in

promoting the goals of the organization), informal feedback on the workforce performance

during their working hours, assessing the validity of human resources decisions in terms of law

and norms by managers and finally environmental adaptation are the most important factors

affecting human resource productivity, which enhance organizational performance and finally

improve organizational productivity (Farhangi et al., 2014).

In their research, they identified and prioritized the influential indicators on human

resource productivity in organizations. Organizational culture has consisted of components

such as innovation, risk-taking, considering the details, considering the achievements, paying

attention to the role of members of the organization and emphasize on the organizational

in organizations. Therefore, among three managerial factors affecting the human resource

productivity, planning and activities to attract and encourage productive employees have the

greatest role to improve productivity, and delegation of providing open and transparent

communication between managers and employees has the least role (Lado & Wilson, 2018).

In their research, they explored the effective strategies for improving human resource

productivity. Data analysis showed that strategies such as creating a positive attitude in

employees about productivity issues, designing impartial models to evaluate performance and

reward in the organization, implementing participatory management in the organization,

providing more appropriate and practical training courses on productivity, and paying attention

to ergonomics issues in the organization are effective in improving human resource productivity

and Boyer-Ahmad executive organizations?

This research was applied in terms of purpose and in nature was descriptive-

(knowledge and skills), clarity (understanding or imagining the role), assistance (organizational

support), evaluation (training and approach to performance), credibility, motivation

(stimulation and tendency) and environment (environmental fit) are measured. Scoring the

(8.53) and the environment: environmental fit (6.50) are placed, which together explain 15.03%

of the total variance related to the human resource productivity indicator. Finally, evaluation

indicators: training and performance impact (3.45) and assistance: organizational support

(2.61), also have a 0.6% determination of the variance of the human resource productivity

productivity indicators in Kohhgilouyeh and Boyer-Ahmad executive organizations suggest

that all analyzed human resource productivity indicators have a factor loading more than 0.35,

therefore they are confirmed as the extracted factors and indicators of human resource

productivity. Finally, according to the values of CR and average variance extracted (AVE) of

human resource productivity indicators in Kohgiluyeh and Boyer-Ahmad executive

organizations, it is determined that the mentioned model the extracted indicators can be

considered as a standard and acceptable model for identifying human resource productivity

indicators (Figure 1).

0.83. This amount indicates the appropriate internal consistency of the subscales and