مفهوم پردازی تجارب کارکنان از شایستگی مدیران: پژوهشی پدیدارنگارانه

نویسندگان

1 دانشجوی دکتری مدیریت رفتاری، دانشکده مدیریت و اقتصاد، دانشگاه تربیت مدرس

2 استاد، گروه مدیریت دولتی، دانشکده مدیریت و اقتصاد، دانشگاه تربیت مدرس، تهران

3 استادیار، گروه مدیریت دولتی، دانشکده مدیریت و اقتصاد، دانشگاه تربیت مدرس، تهران، ایران

4 استادیار، گروه پژوهشی برنامه ریزی و مدیریت، مرکز مطالعات مدیریت و توسعه فناوری، دانشگاه تربیت مدرس

چکیده

در این مقاله، در باب تغییرپذیری معنای شایستگی مدیریت نزد اعضای گروه­ هایی که با مدیران در ارتباط اند استدلال شده و انجام پژوهش تجربی در خصوص آن پیشنهاد شده است. سپس کاربرد این پیشنهاد از طریق انجام یک پژوهش کیفی با روش پدیدارنگاری و مشارکت 33 نفر از کارکنان یک سازمان به نمایش گذاشته شده است. داده­ های پژوهش توسط انجام مصاحبه­ های نیمه­ ساختاریافته جمع­ آوری شده و تجزیه و تحلیل آنها حاکی از وجود شش شیوه تجربه از شایستگی مدیریت نزد این افراد است که به لحاظ کیفی با هم متفاوت اند: شایستگی به مثابه مرجعیت، به مثابه توسعه­ دهندگی، به مثابه فعال­ کنندگی، به مثابه کارگردانی، به مثابه نهادسازی و به مثابه نمایندگی. به علاوه، این شیوه ها در سلسله ­مراتبی متشکل از چهار سطح مدیریت شخصی، مدیریت کارکنان، مدیریت کار و مدیریت بستر انجام کار جای می­گیرند که بیانگر تفاوت ساختاری آنها در کنار تفاوت معنایی­شان است.

کلیدواژه‌ها

عنوان مقاله [English]

Conceptualization of employees’ experiences of managers’ competence: A phenomenographic study

نویسندگان [English]

  • Kaveh Jabbari 1
  • Hassan Danaee Fard 2
  • Seyed Hosein Kazemi 3
  • Jalil Delkhah 4
چکیده [English]

In this article, it is argued that there is variation in the meaning of managerial competence for members of groups dealing with managers, and empirical study is proposed to grasp it. Next, application of this proposal is shown through a qualitative study using phenomenography method with 33 participants from employees of an organization. Research data is gathered through semi-structured interviews, and analysis shows six qualitatively different ways of experiencing managerial competence: Competence as being referral, as being developer, as being enabler, as being director, as being institutionalizer, and as being representative. In addition, these ways of experiencing are seen as embedded in a hierarchy constituted by four levels of personal management, employees’ management, work management and work foundation management; which shows their structural differences besides differences in their meanings.

کلیدواژه‌ها [English]

  • Variation
  • Managerial competence
  • Phenomenography
  • Employees

مراجع

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پژوهش های مدیریت در ایران
دوره 24، شماره 3
مهر 1399
صفحه 1-26

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