Volume 29, Issue 11 (1-2023)
RJMS 2023, 29(11): 58-67 |
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Research code: 01
Ethics code: IR.IAU.SARI.REC.1401.173
Clinical trials code: 01
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Azimi Ghadikolaei O, Tabari M, Bagherzadeh M R, Moosavi S J. Identifying the Factors Affecting the Retention of Human Resources in Medical Universities of Mazandaran Province in Crisis Situations (Covid 19). RJMS 2023; 29 (11) :58-67
URL: http://rjms.iums.ac.ir/article-1-7311-en.html
URL: http://rjms.iums.ac.ir/article-1-7311-en.html
Associate Professor, Department of Public Administration, Ghaemshahr Branch, Islamic Azad University, Ghaemshahr, Iran , mo_tabari@yahoo.com
Abstract: (869 Views)
Background & Aims: Today in the context of Covid 19 disease, completely changing conditions and governing organizations, increasing competition, and the need for its effectiveness in such conditions, reveals their need for a valuable generation of employees. Today, completely changing conditions and governing organizations, increasing competition, and the need for its effectiveness in such conditions, reveal their need for a valuable generation of employees. A generation that is referred to as organizational soldiers. Undoubtedly, these employees are the distinguishing feature of effective organizations. Financial and technological resources are not the only advantage of organizations, having talented and capable people can not only be considered a competitive advantage of the organization but can also compensate for the lack or disadvantage of other resources. In the current competitive situation and in an environment where continuous change and continuous innovation is its main feature, only organizations that understand the strategic role of human resources and have skilled, knowledge-based, competent, competent, elite human resources will succeed. And be capable. Organizations that can not design appropriate mechanisms and measures for the retention of their talents must inevitably watch their departure. Organizations always spend a lot of money to attract the best staff; so if they can not maintain these forces, they have wasted those costs. Dismissal of key employees can be considered detrimental to organizations in terms of replacement costs and disruptions. The intention to leave an employee affects both the organization and other employees; therefore, thinking is important to minimize the negative effects of leaving the service on the performance of the organization. Leaving the service is very costly, and given the recent recession, the importance of retaining key employees for the success of the organization has been emphasized. Due to the conditions of Covid-19, in Mazandaran University of Medical Sciences, which is an important system in the field of medical education, the need for human capital, especially doctors and paramedics, has intensified. In addition, the heterogeneous population pyramid of the organization in this university, which was due to the inability to maintain and train specialized human resources in previous years, has created a deep gap in this area and therefore the university decided to attract and retain human capital. To be able to intelligently choose the right way of working and the best ideas. The general indicators presented in previous studies are not appropriate or effective for universities and especially medical universities and the result is not satisfactory; therefore, the results of the present study, which is specifically conducted at Mazandaran University of Medical Sciences, can provide more accurate and appropriate guidance. Therefore, the researcher pursues this research to determine the factors affecting the absorption and retention of human resources of Mazandaran University of Medical Sciences with an emphasis on crisis management.
Methods: The present research is based on the purpose of applied research and based on the method of data collection in qualitative research and the terms of implementation method are descriptive-survey research. The statistical population of the study included 25 human resources experts of Mazandaran University of Medical Sciences who were selected by purposive random sampling method using a snowball sampling method. In the content analysis section, first, by conducting interviews with experts under the title of open-ended questions, the information required for content analysis was collected. Conducting interviews with experts After 25 experts, the comments were saturated and at this stage, the interview was completed. In the next step, content analysis, coding, and indexing were performed. In the second stage of content analysis, the indicators were assigned to the components, based on which the identified indicators were divided between several components. In the next stage of content analysis, the determining components were assigned to different dimensions. In the second part, the Delphi technique was used to confirm the identified indicators. In the next step, using the Delphi technique and CVR index, validation and elimination of insignificant indicators were performed. The Delphi technique was also examined in two stages. In the first stage of this section, a closed questionnaire consisting of identified indicators was scored using a 5-point Likert scale and distributed among experts and was performed in two stages of the Delphi technique. The results of content analysis and the Delphi technique are stated below.
Results: According to the results of the study, two general dimensions of human resource absorption and retention were identified. Also, 11 components were identified, out of a total of 62 identified indicators, 17 indicators were allocated to absorption and 45 indicators to human resources retention.
Conclusion: The result is that 11 components of recruitment or talent search operations, volunteer forces, selection operations, distribution operations, social resource socialization operations, service compensation system, organizational support, quality of work-life, safety and health, guidance and counseling and leadership, In crisis conditions (prevalence of Covid disease 19) is effective in attracting and retaining human resources of Mazandaran University of Medical Sciences. In general, the main features of the model of attracting and retaining human resources in Mazandaran University of Medical Sciences are: Specific innovations of this model in comparison with other existing models in the field of attracting and retaining human resources in Mazandaran University of Medical Sciences; In this research, two dimensions of human resources absorption and retention were identified, which are considered as innovations in this research; and The possibility of establishing the recruitment and retention of human resources in Mazandaran University of Medical Sciences in terms of components identified for the recruitment and retention of human resources in Mazandaran University of Medical Sciences in this study can show the ability of this university in attracting and retaining human resources to confirm. Therefore, it is suggested to prepare documents from the system of attracting and retaining human resources in times of crisis so that they can be used in the future and subsequent crises. Also, conferences and seminars on human resource management in times of crisis should be held at the University of Medical Sciences.
Type of Study: Research |
Subject:
Clinical Psychiatry
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