Journal of Social Issues & Humanities, Volume 2, Issue 5, May 2014
ISSN 2345-2633
Human Resource Development Strategy of Imam
Khomeini Higher Education Center, using SWOT
Abbas Monavarian, Davood Haji Mir Rahimi, Ahmad Reza Khalili
Abstract— In recent years, human resources have had a central role in organizations and have become a strategic asset to administrate
an organization. This study is done in purpose of providing optimum human resources strategies at Imam Khomeini Higher Education
Center. The data of this research were collected by interviewing managers and organization experts and also studying the current
reports.In order to provide human resources strategies, there were some analyzing methods used. We also used Delphi-Test from primary
stages to presenting strategies. According to the results of this survey, the above organization takes places at Lower than average level in
terms of internal and external factors. In other words, there are slightly more weaknesses than strengths at the internal environment and
there are also more threats than opportunities at the external environment, because the total final score of the internal and external factors
is less than 2.5. Therefore, it is the best for the organization to consider the defensive strategies at human resources processes and to
maintain and to improve the current status but it has to act dynamically in its own actions and tries to descend its weaknesses so it can
pave the way to optimize the upcoming opportunities in the future.
Index Terms— Human Resources Strategies, SWOT Matrix, PEST Analyze.
——————————  ——————————
1 INTRODUCTION
H
UMAN resources management system in any organization, given the dynamic and constantly changing environment and living a phenomenon cannot be fixed. Strategic resource management can help organizations for competitive advantage. Within the strategic management of human
resources, organizations may have a better exploitation of opportunity. Strategic management of human resources, the possibility of coordination among the various activities of the organization, provides opportunities and prevents possible
threats. Strategic integration, human resources and organizational strategy necessary to create consistency between the
strategies is undeniable. The goal of strategic coordination is
the creation of the sacking of the objectives of HRM and organizational goals (Arabi and Ezadi, 2007). The purpose of the
strategic management of human resources, is the groundwork
for the future direction of the management staff of long-term
planning of human resources by its compatibility with the
overall strategic plan of the organization (McMahon 1998 295).
In this study, using SWOT and PEST analysis and the Delphi
technique, internal factors (strengths and weaknesses of the
organization) and external factors (opportunities and threats)
are detected. The IFE and EFE matrix has been prepared and
presented based on analysis, strategy formulation and human
resources is provided. Methods for the analysis of the common methods are to identify and develop strategies that they
are also used in this study.
————————————————
 Department of State Management, Faculty of Management, University of
Tehran, Tehran, Iran.
 Imam Khomeini Higher Education Center, Karaj, Iran.
 Department of State Management, Faculty of Management, University of
Tehran, Tehran, Iran.Email: arkhalili44@gmail.com
2 RESEARCH BACKGROUND
THEORETICAL AND RESEARCH LITERATURE
Achieve sustainable productivity, creativity, innovation, and
quality of life, and human resources management require efficient, effective, intelligent and committed. Today's Wealth of
Nations, consisting of natural wealth, as the physical and human. Statistics show the crucial role of human resources in
creating, maintaining and expanding national wealth. (Abbaspour, 2009). In recent years, many applications in the strategic management of human resources has been developed; so
that according to studies, more than half of the organizations
in this country to the results obtained using the new capabilities in human resource strategies have achieved their strategic
management of human resources. Fambron and his colleagues
believed, human resource systems and organizational structure should be managed in such a way that the songs are consistent with organizational strategies (Armstrong, 2007: 63). A
number of researchers studying the interactions of organizational and human resource management systems found that
the strategic management of human resources by establishing
coordination between organizational strategies and human
resource policies will lead to synergy of activities (Chadwick,
2005: 209). According to many researchers, human resources,
human resources department should be more involved in
planning and organizing forces may need to be coordinated
efforts to the general of human resource systems strategies of
the organization (Tyson, 1987: 225). In our country, the majority of organizations have turned to the strategy of human resources, but the effectiveness of these programs more effective
steps should be taken in the areas of implementation and
monitoring. Strategic human resource management effective-
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Journal of Social Issues & Humanities, Volume 2, Issue 5, May 2014
ISSN 2345-2633
ness due to underlying factors is necessary: 1 - Leadership, 2 Strategic Planning HR 3 - Training, 4 - and 5 developing talents - the organizational culture. Leading up to the dedication,
commitment and support to employees and attract human
capital to conduct operations. Strategic planning, human resources, operations need to create an integrated strategy both
internally and externally. Training programs, developing and
investing in the employees talents should aim to achieve goals
and organizational culture must focus on empowerment and
participation of all the processes to support the process. The
main cause of long-term profitability of companies selected to
have a clear strategy and better than the competition and efficient staff that makes this strategy into practice in the best way
(Stewart & Brown, 2009, 38-39).
2 METHODS OF HUMAN RESOURCE STRATEGY
factors). This method is designed based on the Harvard approach, which is under the prescriptive paradigm. In this
model, opportunities and threats represent a major challenge
is favorable or unfavorable to the industry environment, organizations have faced and the strengths and weaknesses
(competencies, capabilities, skills and deficiencies) shows the
internal status. Normally SWOT matrix consists of a table is a
two-dimensional coordinates of each of the four regions that
represent a set of strategies, these strategies are shown in Table 1.
TABLE 1
MATRIX SWOT (STRENGTHS, WEAKNESSES, OPPORTUNITIES AND
THREATS) (MANKTEL, 2005, 25)
Internal
factors
/
External Factors
Strengths (S)
Weaknesses (W)
Opportunities (O)
SO strategies
WO Strategies
Threats (T)
ST strategies
WT Strategies
The procedures should be noted that the strategy of human
resources, there is no standard method for strategy formulation. But on a general perspective of human resource strategies
in one model can be classified into two general approaches.
A) Rational or logical models:
Logical or rational models are using coordinate based placement as a matter of principle, the basis and coordinate with
other issues that are theoretically simple method for coordinating. The axis coordinate system could easily be from the
inside or outside. Logic pattern design HR strategies consistent with other names such models (Michigan) or control
model (Schneider) model, also called a chain relationships.
This approach is believed that the main strategy of the organization as originally placed or human resources strategy is directly derived.
B) Normal models:
Natural approach to address the limitations in actual fact rational approach was considered. These models, as its name
would seek further adaptation to the real conditions and environmental requirements. In these models is that the more efforts on real variables affecting attention and be incorporated
in the model. Based on these models, human resource strategy
formulation process is the role of political and institutional
factors within and outside the organization, representing the
calculations much more attention to technical and quantitative
factors. (HR Strategy, Bomber and Mashmulam, p 39). Appropriate methods of human resource management have an important role in organizational strategic success.
SWOT analysis
Strategies SO: Use internal strengths to take advantage of external opportunities.
Strategies WO: Using external opportunities, internal weaknesses or are dropped.
Strategies ST: using internal strengths, external threats are
reduced or eliminated.
Strategies WT: reduced internal weaknesses and external
threats to be avoided.
During the following eight steps should be to prepare a
SWOT matrix:
1) Prepare a list of major opportunities in the external environment of the organization;
2) A list of the major threats to the external environment;
3) A list of the major strengths of the Interior;
4) A list of the major weaknesses of internal organization;
5) Internal strengths and external opportunities and results are
compared with the SO enters strategies;
6) Internal weaknesses with external opportunities and the
result is compared to the group enters WO strategies;
7) Internal strengths with external threats compared to the
result in the ST Strategies;
8) Reduced internal weaknesses and external threats can be
avoided;
PEST analysis to examine the causes of environmental factors
such as political, economic, social and technological done to
recognize and understand environmental factors, SWOT helps
organization (Manktel, 2005, 25).
This analysis raises the following questions:
1) What are the major environmental opportunities for us
there?
2) What major external threat we face?
3) What are the strengths of our local major?
4) What are the major weaknesses in our internal?.
SWOT analysis is a very convenient tool that will review and
analyze all of the various situations in an acceptable level of
collection and presentation Strategies. The term SWOT stands
for strengths four words, weaknesses (internal environmental
factors) and opportunities and threats (external environmental
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Journal of Social Issues & Humanities, Volume 2, Issue 5, May 2014
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3 RESEARCH METHODOLOGY
The aim of the present study, application and terms of the nature and methods of descriptive and analytical survey of the
field, because HR strategies to incorporate in Imam Khomeini
Higher Education Center developed and is presented in terms
of performance, the type of field. Method of analysis in this
research is descriptive and analytical. In this study, using
SWOT and PEST analysis and the Delphi technique, internal
factors (strengths and weaknesses of the organization) and
external factors (opportunities and threats) are detected. The
EFE and IFE matrix was prepared based on the analytical
model; appropriate human resources strategy is developed
and presented. After the project, distributing questionnaires
among a sample, using Excel software were analyzed using
descriptive statistical data. The descriptive statistics for the
extraction of frequency, mean, standard deviation and coefficient of variation for data analysis possible. It should be noted
that in order to determine the strategy for HR management
center matrix of strengths, weaknesses, opportunities and
threats are traced in HRM processes and through the matrix
SWOT analysis is developed for the management of human
resources strategies Center.
4 STATISTICAL SAMPLE AND SAMPLING
Community consists of all managers, assistants, technicians
and clerks in central that there are approximately 180 people.
Estimating sample size and its allocation to the classes: Total
assistants, technicians and clerks are 180 people in the center.
So the estimate is based on a 95% minimum of 120 subjects
provides a 5% error.
5 VALIDITY AND RELIABILITY
To check the validity of the survey questionnaire, content validity and construct validity (the theoretical literature on strategic management, SWOT, David match) has been used. Questionnaires content validity by experts and novices in the field
of academic and executive officer is designated. Confirm the
reliability of the questionnaire to SPSS initial sample size of 30
patients was conducted, sufficiently validated questionnaire
and this means that the responses were due to chance, but to
the effects of covariates been tested and the results observed in
the following:
TABLE 2
RELIABILITY OF VARIABLES
Domain name
Strength
Weakness
First questionnaire
Opportunity
Threat
Second questionnaire
Cronbach's alpha
81.4
88.4
83.6
77.5
72.7
75.7
Methods for the analysis of methods of determining and formulating strategies that are used in this study them. These
methods are discussed briefly below. This chapter is divided
into two parts.
6 RESEARCH RESULTS
1-Understanding the general direction of Tat and Education
Center, Imam Khomeini
2-Preparing the Development Strategy of Human Resources
Education Center, Imam Khomeini
In part because Imam Khomeini Higher Education Center
lacks clear strategies and codified in the organization's strategy, and to develop HR strategies and organizational strategies
are needed to investigate and identify the organization’s overall strategy Imam Khomeini Education Center, given the overall policy of the Tat (organized research, education and agricultural extension) to pay, so the next step strategies our organization. Actually, no identifying an organization 's overall
strategy considers agriculture ministry, Tat and the Higher
Education Center , Imam Khomeini did not develop a human
resources strategy . In the second part of the general orientation of Tat and Education Center, Imam Khomeini was studied using the SWOT approach to human resource development strategies Imam Khomeini Higher Education Center.
Part One: Identify the general direction of the Imam Khomeini
Education Center
At this point, the theory of Miles and Snow's Corporate Strategy Education Center, Imam Khomeini was analyzed. In view
of the theory of Miles and Snow researcher made questionnaire after confirming the reliability and validity of the questionnaire using Cronbach's alpha of the elite and influential
people were in the center. Before preceding to the analysis of
the questionnaire in Table 3details the researcher who helped
fill in questionnaires, are shown.
TABLE 3
PROFILE OF RESPONDENTS
1
2
3
Organizational Level
Excellent Management Center
Education
Financial and Administrative
153
Education
Bachelor
Doctor
MA
Experience in Centre
12 years
8 years
5 years
Journal of Social Issues & Humanities, Volume 2, Issue 5, May 2014
ISSN 2345-2633
4
5
6
7
8
9
Assistant
Director of Finance
Director of Administration
Head of Department
Research Experts
Head of training center
Chief of Alumni
After analysis of the completed questionnaires, the following
Bachelor
Bachelor
Doctor
Dr. Norouzi and Mr. Teymouri
MA
Doctor
8 years
11 years
21 years
8 years
11 years
11 years
information was obtained is shown in Figure 1:
Figure 1: Average elite facility about the direction the organization is based on the theory of Miles
and Snow.
As seen in the above chart, the highest are defenders with 48
organizations, the bodies reactors with 47.5, 46.7 averages
ranked third with prospectors agencies and organizations in
the final analyzers, are averaging 45.5. This means that organizations of all features seen in Imam Khomeini Higher Education Center and organizations with different characteristics
and so little reaction, and the prospective analyst observed.
Part II: Human Resource Development Strategy Education
Center, Imam Khomeini
After identifying the general orientation of Imam Khomeini
Higher Education Center for Labor Education Center, Imam
Khomeini began a codification strategy. This means that the
first interviews with experts and specialists in the center of the
internal strengths and weaknesses as well as opportunities
and threats facing the center of the center were identified.
Then consider being interviewed, the reliability and validity of
self-made questionnaire using Cronbach's alpha was approved, the sample was to be taken to prepare organizational
strategies.
TABLE 4
EXTERNAL FACTORS EVALUATION MATRIX HUMAN RESOURCE MANAGEMENT PROCESS
External Factors
Row
O1
O2
O3
O4
O5
O6
O7
Opportunities
Effective and constructive relationship between the
center and other centers
Positive attitude to the development of human
resources
Decisive role and influence among other similar
facilities
Possibility of spending part of the money for the
welfare of members of the CENTER
The Board of Trustees approves salary and benefits
Take advantage of external sources of capital income
To reach the equilibrium state after 10 years of the
1
Importance
factor1 (weight)
Rank2
Score3
0.5
3.64
0.18
0.05
3.47
0.17
0.03
3.47
0.11
0.04
3.48
0.14
0.05
0.035
0.025
3.51
3.51
3.53
0.18
0.12
0.09
Important factor indicates the relative importance of one factor is the sum of the strengths and weaknesses of zero (no importance) to one (very important). Sum of the coefficients must be equal.
2 Ratings, operating condition of the entry process indicates that human resource and from 1 to 4. Rank of 1 means a fundamental weakness, the relative weakness of 2, 3 and 4
relative strength of the strength is essential.
3 Final ranking of each factor by multiplying the important factor is obtained.
154
Journal of Social Issues & Humanities, Volume 2, Issue 5, May 2014
ISSN 2345-2633
O8
O9
O10
O11
O12
Row
T1
T2
T3
T4
T5
T6
T7
T8
T9
T10
T11
T12
T13
merger of two ministries
Proper research at the center than the other center
The importance of agriculture in the Fifth
Development Plan
There are legal requirements to train staff and
department managers
Staff of the Centre
Terms of disability, retirement , redemption, hard
work and ...
Threats
Lack of funding from the government
Harmonized System salaries of government
employees
Changing economic conditions
Reduction in cross-border relations and emphasize
the economic contraction
Decreasing of training courses based on budget
limitations
Limitations of public organizations development (
Based on rules 44 about privatizations)
Repugnant of country rules and changing of decisions
in Ministry of Agriculture
Recruitment of experts in other fields
Lack of attention in training of study prejudice in
country
Increasing competition between universities for
students attraction
Lack of social attitude about importance of
Agricultural sector
Low tendency of students for study in agricultural
science
Unsuitable relations with private organizations of
Agricultural sector
0.025
3.33
0.08
0.06
3.41
0.2
0.0
3.2
0.1
3.58
0.14
3.52
0.11
1.4
0.08
0.06
2.06
0.08
0.04
1.87
0.06
0.03
1.34
0.07
0.02
1.5
0.03
0.03
1.57
0.05
0.04
1.39
0.06
0.06
0.05
1.45
1.43
0.09
0.07
0.03
1.26
0.04
0.05
1.48
0.07
0.03
1/4
0.04
0.04
1.59
0.06
0.04
0.03
2.43
1∑=
TABLE 5
EVALUATION MATRIX INTERNAL FACTORS OF HUMAN RESOURCE MANAGEMENT PROCESS
Internal factors
Row
S1
S2
S3
S4
S5
S6
S7
S8
S9
S10
S11
S12
S13
S14
Strengths
There is a positive relationship between the members
and administrators of formal and informal
There are talented people and trying to fill
Trying to use new educational technologies
There are practical in-service training
Existence of in-service training center
Process to improve the research activities
Scientific and Practical Center for Education
Appropriations largest in the country and better than
other centers pay more to employees than other
centers
Internal conditions to generate revenue
Spiritual things to different occasions
Acceptable hardware facilities in the center than the
other center
Being located in the center of the geographic space
and good natural
Good relationship between students and the
environment, agriculture
Job stability in Management
Having the ability to free training courses for students
and manufacturers based upon their
Row
Weaknesses
W1
Inability to attract talented people
155
Important
factor
Rank
Final score
0.04
3.37
0.13
0.05
0.03
0.02
0.06
0.02
3.63
3.49
3.43
3.41
3.38
0.18
0.1
0.07
0.2
0.07
0.05
3.52
0.18
0.05
0.03
3.56
3.7
0.18
0.11
0.025
3.44
0.09
0.035
3.62
0.13
0.02
3.41
0.07
0.03
3.57
0.11
0.03
3.53
0.11
Rank
Final score
1.43
0.03
Important
factor
0.02
Journal of Social Issues & Humanities, Volume 2, Issue 5, May 2014
ISSN 2345-2633
W2
W3
W4
W5
W6
W7
W8
W9
W10
W11
W12
W13
W14
W15
W16
W17
Mismatch between receipts of work done by
employees.
System is compromised, such as career planning,
staffing , succession planning, job rotation and ...
Improper use of
Defects, monitoring and evaluating performance and
feedback from staff and faculty to apply reward and
punishment
Credit and financial problems
Energy dissipation
There was a growing field , and lack of support for
innovation
Lack of facilities and appropriate incentive for
members
Disregarding meritocracy system
The lack of clear criteria for the assignment of teachers
to teach
Disproportionate distribution of tasks between
different parts of the organization work
Not having a clear plan to replace the outgoing Force
(retired, transfer , etc.)
There are large disparities in payments
The lack of independent board
Lack of income and lack of think tank Centre
Committee
Low operating system offers
Sum
The proposed strategies, human resource management process Imam Khomeini Higher Education Center
Using the Delphi method and analytical several meetings with
executives and experts, internal and external factors were
identified and letters asking about the opportunities, threats,
strengths and weaknesses were prepared. Then, according to
data obtained from a questionnaire assessing internal and external factors regulate matrix using matrix analysis SWOT,
strategic human resource management process was developed. At the end of the matrix checkered internal and external
factors (IE), the optimal strategy given the strategies chosen
was proposed.
A) Strategies SO: Use internal strengths to exploit the opportunities in the external environment.
B) Strategies WO: Using external opportunities, internal
0.01
1.7
0.02
0.01
1.34
0.01
0.02
1.47
0.03
0.04
1.56
0.06
0.05
0.02
1.49
1.47
0.07
0.03
0.03
1.47
0.04
0.02
1.4
0.03
0.02
1.44
0.03
0.04
1.46
0.06
0.015
1.49
0.02
0.015
1.38
0.02
0.07
0.05
1.41
1.34
0.1
0.07
0.04
1.31
0.05
0.04
Σ=1
1.23
0.05
2.44
weaknesses or are dropped.
C) Strategies ST: using internal strengths, external threats are
reduced or eliminated.
D) Strategies WT: reduced internal weaknesses and external
threats to be avoided.
A) Strategies SO (strengths and opportunities)
With the implementation of these strategies will be tried, using internal strengths to exploit the opportunities in the external environment. SO strategies based on the strengths S and
Opportunities O. These collection strategies, strengths and
opportunities to benefit from the use of optimal strategies for
the development and promotion opportunities will be considered.
TABLE 6
STRATEGIES SO (STRENGTHS AND OPPORTUNITIES)
Row
Strategy
Strengths
Opportunities
1
SO1: to promote national and international cooperation between
education and research institute
S2, 3, 6, 7, 10, 14,
O1, 3, 8, 9,
2
SO2: introducing more central role in the economy in order to attract
experienced managers and expertise
S7
O2, 3, 9,
3
SO3: design and improve the compensation system to suit the
personnel actions and revenue of center
S7, 8, 9, 10, 11
O2, 3, 4, 5, 6, 7,
9,
4
SO4: Creating links between field center and facility needs in
agriculture and away from purely theoretical courses
S3, 4, 6, 10, 11,
12, 14,
O2, 3, 8, 9,
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B) Strategies WT (weaknesses and threats)
WT strategies are to reduce observer or overcome weaknesses
W threats to control T or turning them into opportunities. In
other words, WT strategies are defensive nature and minimize
weaknesses and avoid threats are highlighted.
TABLE7
STRATEGIES W T (W EAKNESSES AND THREATS)
Row
Strategy
Weaknesses
Threats
1
WT1: organizational restructuring (changing the organizational
structure, the structure can be smaller or larger to be more flexible in
order to respond appropriately to show environmental changes.)
W1, 3, 4, 5, 8, 9,
10, 11, 12, 13, 14,
15, 17,
T3, 5, 6, 7, 8, 9
10, 13,
2
: 2WT develop and implement specific criteria for equitable
distribution of amenities and the productivity
W5, 6, 9, 10, 12,
14, 16,
T1, 2, 3, 4,
3
WT3: creating the necessary mechanisms for timely notification of the
Centre to increase motivation and retention of staff
W2, 3, 5, 8, 9, 10,
12, 13, 14, 17,
T2, 3, 4, 5,
WT4:
W1, 2, 4, 5, 6, 8,
10,
T3, 5, 6, 7, 9,
11, 12,
W1, 3, 4, 5, 11,
T8, 9, 11
W1, 2, 3, 4, 5, 8,
9, 10, 11, 12, 13,
14, 15, 16, 17,
T1, 3, 4, 5, 7, 8,
10, 11, 12, 13,
4
5
6
strengthen corporate culture to enhance collaboration,
innovation and desire for change managers and employees
WT5: defining standards for the prevention of non-agricultural
employment specialists in the field at the center
WT6: futurism and forward-looking approach
C)
ST strategies (strengths and threats)
ST strategies are for monitoring the proper use of the strengths
of T and S in order to overcome the threats into opportunities.
TABLE 8
STRATEGIES ST (STRENGTHS AND THREATS)
Row
Strategy
Strengths
Threats
1
ST1: the preservation and promotion of faculty members of the
Institute
S 1, 5, 7, 6,18,20,
21, 22, 23,
T 3, 4, 6, 7, 12
2
ST2: human resource development programs , such as the design of
appropriate training for staff and managers to comply with the
necessary elements , such as the need for surveys training, and the
need and developments in the
S1, 2, 3, 4, 5, 10,
14
T 2, 3, 4, 6, 7,
8, 9, 11, 12
3
ST3: regulating the formulation , adoption or modification of laws and
regulations and letters of advice and guidance with experienced
teachers
S1, 5, 2, 13,
T3
S 3, 4, 5, 6, 7, 8,
10, 11, 12,
T 1, 4, 5, 9, 10,
11, 12, 13
S 1, 2, 3, 4, 5, 7,
8, 9, 10, 11, 12
T 1, 3, 4, 5, 6,
7, 9, 10, 11, 12,
4
5
ST4: preservation and development of specialized laboratories and
laboratory instruments inside the center to attract students as well as
business resources outside the organization
ST5: the use of mechanisms such as competitive advantage against
competitors to attract students by providing transportation , food ,
specialty labs and ...
6
ST6: the creation of a think tank in the center and the resumption of
activities of the Committee of income
S 1, 2, 3, 7, 8, 9,
10, 13, 14
7
ST7: Create a committee to evaluate the proposals and suggestions for
improvement and profitable projects
S 1, 2, 3, 4, 8,
9,10,
157
T 1, 3, 4, 5, 6,
7, 8, 10, 11, 12,
13,
T 1, 2, 3, 4, 7,
8, 9, 10, 11, 12,
13,
Journal of Social Issues & Humanities, Volume 2, Issue 5, May 2014
ISSN 2345-2633
8
ST8: income through outsourcing
S 5, 6, 7, 8, 10, 14
T 1, 5, 10, 13,
tute.
C) WO strategies (weaknesses and opportunities)
WO strategies governing the optimum use of the opportunities and empowerment of human resources with the aim of
improving quality and reducing or eliminating weaknesses
center for the promotion of human resources positions instiTABLE 9
STRATEGIES WO (WEAKNESSES AND OPPORTUNITIES)
Row
Strategy
Weaknesses
Opportunities
1
WO1: the importance of agriculture in developing countries to gain
support from central authorities and influence decisions related to
agriculture
w1, 2, 6, 14, 15
O2, 3, 7, 9
2
WO2: Promoting Quality Education and Research
W3, 4, 5, 8, 9, 10,
11, 12,
O1, 2, 3, 7, 8,
10,
3
WO3: create a fit between the requirements of the job , working
conditions, job and office occupations ( defined as new jobs )
W1, 2, 3, 4, 6, 8,
9, 10, 12,
O7, 10, 12
W2, 6, 14, 16
O1, 2, 3, 4, 5, 6,
7,
4
5
WO4: Improve and increase in salaries and employee benefits by
taking advantage of external resources in order to minimize the
difference in payments
WO5: a systematic system of bonus payments based on performance
and productivity
6
WO6: a system designed to empower managers and employees
7
WO7: revision of the system of teacher evaluation and staff
Center position of the inner and outer matrix GE (9 houses)
According to information obtained from the evaluation matrix
of external factors and internal factors evaluation matrix agencies that were 2.43 and 2.44 are the inner and outer positions in
the matrix organization is specified in Table 11.
TABLE 10
INTERNAL AND EXTERNAL MATRIX GE (9 HOUSES)
W2, 3, 5, 6, 8, 9,
10, 14,
W4, 5, 8, 9, 10,
11, 12,
W2, 4, 5, 8, 9, 10,
11,
W5, 6, 7, 9, 10,
12,
O4, 5, 6, 7, 9,
10,
T8, 9, 10,
According to Model 3, the institute is located at No. 5. This
status indicates that the institution in relation to the internal
environment and the external environment slightly below average status bit lower than average. In other words, the internal environment of the strengths and weaknesses of a little
more than a few opportunities and threats is external environment. The final analysis of this situation is that the institution should seek to " improve the status quo " deal , but we
must act in dynamic form of measures to try to reduce their
weaknesses, provide the background necessary to be able in
the future to take advantage of the opportunities ahead. At the
end of 25 board strategies, SWOT14 chosen strategy and the
priorities and determining the relevant time, the results are
summarized in Table 11.
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TABLE 11
PRIORITIZATION OF STRATEGIES AND TIME NEEDED TO ACHIEVE THEM
Row
Strategies
Scheduling
Mean
1
System designed to empower managers and employees
Long-term
5
2
Futurism and forward -looking approach
Short Term Long Term
3
3
Maintain and develop specialized laboratories and laboratory
instruments inside the center to attract students from outside the
organization as well as business finances
The term
3
Short-term
1
The term
1.5
Short term medium term
1
Short-term
6 months
Long-term
5
Short term medium term
3
4
5
6
7
8
9
10
11
12
13
14
Using the mechanism of competitive advantage against competitors to
attract students such as providing transportation , food , specialty labs
and ...
Create a think tank in the center and the resumption of activities
income Committee
Improve and enhance the rights and benefits of employees benefiting
from funding sources outside the organization in order to reduce the
disparity in payments
Establish a committee to evaluate the proposals and suggestions for
improvement and profitable projects
Strengthen corporate culture to enhance collaboration , innovation and
passion for change management and employees
Design an educational system appropriate for the members and
directors in compliance with the required elements , such as surveys
and training needs and development needs of the country
Design and improve the compensation system to suit the personnel
and activities of the center was
Revision of the system of teacher evaluation and staff
Between job creation and employment due to job demands and job
qualification requirements ( defined as new jobs )
Organizational restructuring (changing the organizational structure,
the structure can be smaller or larger to be more flexible in order to
respond appropriately to show environmental changes.)
Revenues through outsourcing
7 CONCLUSIONS AND RECOMMENDATIONS
A new trend that has led to the importance of human resource
management theory and practice, the role and mission of this
strategic resource to provide comprehensive quality and
productivity as the most important factor in business, government agencies, and ultimately the development of basic
infrastructure, economic, social and cultural and why is the
organizational structure and human resource management
immediately after the organizations top management and directly involved in organizational decisions and demonstrate
the importance of human resource management in any organization. Another phenomenon that today has been the world's
attention, the issue of corporate social capital. In human capital (Human Capital) in the success of an organization and a
nation has a special strategic importance no doubt, but it is a
higher priority than capital when developed, will be integrated. And the integration of the shadow of solidarity, cooperation, cooperation and mutual trust is present, and in this case
the human capital, social capital (Human Capital) is converted
into capital, which is synergy. The results of the study indicate
The term
1.5
Short-term
Medium Term Long Term
1
Long-term
3
Medium term
2
3
that the process of human resources in terms of external factors not believed to be in good condition, because the sum of
the scores of external factors is 2.43. The interior of the facility
is not in good condition, because the sum of the scores of external factors is 2.44. According to research findings, if the
center is successful in implementing the proposed strategies
can enhance and coordinate the activities of the organization
and human resource policies and the overall strategy. Also,
the Center seeks to "improve the status quo" deal, but we must
act in dynamic form of action to try to reduce their weaknesses, provide the background necessary to be able to take advantage of future opportunities ahead.
8 SUGGESTIONS
1-To strengthen the organizational culture in order to increase
participation, innovation and increased employee morale and
motivation are recommended to be given to the development
of a jihadist culture.
2-In order to inform managers and employees of the changes
occurring in the agricultural sciences is recommended to use
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ISSN 2345-2633
the proper professional training.
3-To be attentive staff training needs, so the training that is
required by individuals in their courses is taught.
4-In order to attract and employ highly educated manpower,
the expertise offered basic features and tools of scientific and
human resources to be used.
5-To strengthen cooperation and establish procedures meritocratic managers and employees at different levels of the organization, is proposed payment system is designed and implemented based on performance and productivity.
6-In order to develop human resources should be balanced,
comprehensive system of personnel such as career planning,
succession planning, etc. Be designed and implemented.
7-It is recommended to develop better applications development within the Centre is supported by the top management
of most of these applications, with the support of senior management will go a lot better and more quickly.
9 RESEARCH LIMITATIONS
1-Lack of similar studies
2-Lack of time and opportunity for center staff due to busy
work
3-Lack of access to certain directors and employees at the time
of data collection
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