Human capital in urban management
H.R. Nematollahi; H. Mohammadi; A. Gholipour; N. Mohammad Esmaeili
Articles in Press, Accepted Manuscript, Available Online from 28 April 2024
Abstract
BACKGROUND AND OBJECTIVES: Given the new cost pressures, hybrid work models, and evolving needs of employees and customers, organizations are increasingly realizing the importance of digital workforce management practices and digital transformation in achieving success. This is especially critical ...
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BACKGROUND AND OBJECTIVES: Given the new cost pressures, hybrid work models, and evolving needs of employees and customers, organizations are increasingly realizing the importance of digital workforce management practices and digital transformation in achieving success. This is especially critical for government organizations, including local governments, as digitalisation plays a crucial role in streamlining human resource activities, reducing costs, improving data management, and strengthening human resource management systems. As local governments strive to become more agile and adapt to changing needs and expectations, digitalization enables them to respond quickly and foster innovation. Therefore, the objective of this study is to examine the impact of digital human resource management practices and digital transformation on the strength of the human resource management system, with a specific focus on the mediating role of digital task interdependence within the Tehran municipality.METHODS: The survey data was collected from 266 employees of the Tehran municipality using a simple random sampling technique. The collected data was then subjected to statistical analysis. University professors and local government experts confirmed the content validity of the survey instrument. To evaluate the reliability and validity of the questionnaire, this study utilized average variance extracted, Cronbach's alpha, and composite reliability, all of which produced satisfactory outcomes. The data analysis was carried out using Analysis of Moment Structures, and SPSS26 software.FINDINGS: The study emphasizes the importance of implementing digital human resources management practices and digital transformation to strengthen the human resource management system in Tehran municipality. This enables human resource processes to be faster, smarter, and more efficient. Additionally, the successful integration of both old and new human resource systems, along with the effective implementation of digitalization in Tehran municipality, relies on coordination and collaboration among employees through digital platforms.CONCLUSION: The present study demonstrates that the implementation of digital human resource management practices and the process of digital transformation can effectively enhance human resource management systems and align the activities of human resources with strategic objectives. By embracing digital transformation and adopting digital human resource management practices, organizations can elevate the significance of human resource management and effectively communicate their intentions to employees. Furthermore, the analysis reveals that digital task interdependence fosters collaboration and coordination among geographically dispersed employees, reducing communication costs and improving access to diverse knowledge sources. Consequently, this enhances the efficiency of municipal operations and decreases response times.
Human capital in urban management
A. Gholipour; E. Ebrahimi
Abstract
People in every organization could be considered as the most important resource which contributes to the development of that organization. In fact, human capital is the most important dimension of organization’s intellectual capital especially in service-oriented organizations like municipality. ...
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People in every organization could be considered as the most important resource which contributes to the development of that organization. In fact, human capital is the most important dimension of organization’s intellectual capital especially in service-oriented organizations like municipality. Therefore, the main purpose of this paper is to introduce a suitable framework for human capital evaluation of different municipal districts. This framework consists of three steps. First, the main human capital components and their related indicators are determined through literature survey. Then the relative importance of these components is calculated based on experts’ judgments. Finally, organizations are ranked in terms of human capital components and their relevant indicators. TOPSIS, A well-known multi-criteria decision-making method was used for ranking alternative municipal districts based on the weighted HC criteria. A fuzzy approach was integrated with this method to make up the vagueness of decision-makers’ judgments. The applicability of the proposed framework was demonstrated by a numerical example.
