الادارة الدقيقة وانعكاسها على متطلبات تحقيق القدرة التنافسية للموارد البشرية دراسة حالة مستشفى المقاصد الاسلامية

الموضوعات

إدارة

روابط وملفات

التعريف والنوع

رقم الوثيقة

0e3d9585-cd0f-494f-a8f7-1cff67869ffb

رقم العقد

0

نوع الوسائط

Crawler

نوع المحتوى

الرسائل العلمية

صيغة المصدر

رسائل ماجيستير

نوع الملف

pdf text

أسماء الملفات

1694622_1.pdf

بيانات النشر

ترجمة العنوان

Micro-management and its impacts on the requirements for the competitiveness of human resources، Case study: of Maqassed Islamic ospital

ألقاب المؤلفين

[{"name_ar":"اياد احمد حسن شماسنه","title_ar":"اعداد","title_en":"Preparation"},{"name_ar":"زياد قنام","title_ar":"اشراف","title_en":"Supervision"}]

اللغة

Arabic

المصدر والدورية

اسم المصدر

الادارة الدقيقة وانعكاسها على متطلبات تحقيق القدرة التنافسية للموارد البشرية دراسة حالة مستشفى المقاصد الاسلامية

المحتوى والصفحات

عدد الصفحات

191

ترجمة الملخص

This study was conducted between March and May(2010), where the (700)workers in the Maqassed Islamic Hospital in Jerusalem represent its society, a quota sample of(192)respondent,(27% ) of the targeted societywas drawn. The study aimed to identify the implications of micro-management on the requirements ofhuman resources competitiveness at Maqassed Islamic Hospital?The importance of the study is: to highlight the micro-management practicesin the absence of past Arabic studies. andtoserve as aconceptual framework for subsequent studies, in the micro-management and its impacts on human resources competitiveness. t from a professional point, it helps inthe formation of a database,for supporting the decision making and polices making in the hospitalto prepare solutions to the micro-managementand avhieving competitiveness in Maqassed hospitalDescriptive methodoldyused, and data was collected by a questionnaire, based on the Likert scale (weak , medium, strongdegree), after testing its validity and reliability. .results of the study Summarized, that the practice of micro-management in Maqassed Hospital from achieivedmedian (1.91), which is low degree level (1), manageres composition of his self-image , witha median of (1.96), which islow degree. inthe detailed sectors came as followed:staffingof human resources acheiveda median(1.91)which islow degree, and the composition of relations with others acheived a median (1.81)which is low degree,all previous mediansindicate a practice at the seventh level. The results of the requirements for achieving human resources competitiveness under the micro-management, in descending order are: the sectorof thetotal quality management of human resources under the practices of micro-management themedian was(1.89), which is a lowdegreefrom seventh rate. The sectorof the staffingof human resources median was(1.80), which is a low degree of theseventh rate.The sectorof caring of human resources under median was (1.79), which is a low degree, at the eighth rate. The lowest averages for the implicationsof micro-management,in ascending order was thefollows: the sectorof the of human resources compensation in under the implications of micro-management at the lowest medians, reaching of (1.62), which is a low degree, from eighthrate , the sectorof human resources training under the implications of micro-management ,themedian was(1.73), with low degree, fromeighthrate, and the sector of of human resources involvement under the implicationsof micro-management ,the median was(1.75), with low degree, from eighthrateThe most important recommendations of the respondents to cope with micro-management in a descending order was: building a recruitment system to attract the best and talented employees for the institution with a median of (2.41), which ishigh degree of third rate. Investing the scientific competences at the organization ,was witha median (2.40), which is a high degree of third rate. Updatingthe job description of the different jobs ٪synchronisedwith thedevelopment in these jobs with a median (2.38), the degree showsstrong agreement from fourth rate. A partnership with scientific centers (NGOs, universities) in order to update the scientific knowledge with a median (2.38), which is high degree from the fourth rate. The usingof the principle that training isislong-term investment ,with amedian (2.33), which ishigh degree from the fourth rate. build a system of differentiation between applicants based on anintegrated tests , witha median (2.32), a which is high degree from the Fourth rate.The study suggested to deal with micromanagement, developing a selection system for staffing manageres based not only on the work experience , but also on the manangerial and leadership skills availability, and assuring the importances of contuing education , training of human resources and performance developmentFor achievementthe institutional competitiveness , the study suggested to analyse the competitive situation , and its capabilities to deal with environmental situations around. For achieving human resources competetiveness , it suggests building a recruitment system to recruitthe best competences for the institution, citing the need to establish a specialized department of human resources,. Building a department for education and development for all human resources. Suggested a partnership with the workers union to contribute to the responsibility for the workers developmentand use a new information system to afford new and holistic information about human resources compettitiveness.The study suggests a number of research proposals, such as: the study of managers Attitudes toward micro-management and its relationship with a number of personal and demographic variables, the reflection of the micro-management practices on human resources functions, each function separately, motives for micro-management practices from the viewpoint ofitspractitioners, the implicationsof micro-management on the components of intellectual capital, the role of organizational culture in the promotion of micro-management practices in human resources management

إشراف وإعداد

الإشراف

زياد قنام

الإعداد

اياد احمد حسن شماسنه

الاقتباسات الببليوغرافية