The readiness for human resources management benchmarking and its perceived impact on organizational effectiveness in universities in the Gaza Strip

العناوين الأخرى

مدى الجاهزية للمقارنة المعيارية لإدارة الموارد البشرية و أثرها الملموس على الفعالية التنظيمية في الجامعات في قطاع غزة

مقدم أطروحة جامعية

al-Masdar, Muna Id Murshid

مشرف أطروحة جامعية

Abu al-Rus, Sami Ali

الجامعة

الجامعة الإسلامية

الكلية

كلية التجارة

القسم الأكاديمي

قسم إدارة الأعمال

دولة الجامعة

فلسطين (قطاع غزة)

الدرجة العلمية

ماجستير

تاريخ الدرجة العلمية

2017

الملخص الإنجليزي

This study aimed to determine the extent to which the universities in the Gaza Strip are ready for implementing human resources management benchmarking process and its perceived impact on organizational effectiveness.

The researcher examined the readiness for that based on six variables as influential factors for the benchmarking process, which were: top management commitment, internal assessment of the organization, employee participation, benchmarking limitations, the role of quality department, and customer orientation of the organization, simultaneously, examined the effect of these factors on the organizational effectiveness.

The researcher focused on the responsible departments for human resources management benchmarking adaption, which were: academic affairs, administrative affairs, personnel affairs, quality, planning, and development departments in three universities which were: Islamic University of Gaza (IUG), AlAzher University (AUG), and Al-Aqsa University.

The research depended on the descriptive analytical approach, in which two interviews were conducted along with a comprehensive survey distribution for all employees on the related departments with total (102) employees.

From (102) questionnaires were distributed, (80) questionnaires were collected with response rate (78.43%), the data was analyzed by using SPSS 24.

The following are some of the main results which reached after data analysis: 1.

The respondents agreed to all items of HRM benchmarking with 64.80%, which considered high but not remarkable, and this means that they are ready for the process with the same percent.

2.

The respondents agreed to field of the organizational effectiveness with 68.11% which considered high but not remarkable.

3.

There is a strong relationship between HRM benchmarking influential factors as independent variables and organizational effectiveness as dependent variable with 92.6%.

4.

The most significant HRM benchmarking influential factors according to its effect on the organizational effectiveness coming as the following order: the role of quality department, internal assessment of the organization, customer orientation of the organization, employee participation, benchmarking limitations and finally top management commitment.

5.

There is no significant differences between the mean of responses of the research population toward HRM benchmarking and its perceived impact on the organizational effectiveness due to age, years of service, and career category, while there are differences in the responses in some fields of the study due to gender, academic qualification and university.

Some of the main recommendations are: 1.

Providing workshops and seminars for top management in order to make them more committed and more qualified in monitoring the process, in which they can benefit from the others experiences in the same filed while reviewing their success stories.

2.

The university have carefully to evaluate their employees qualifications, abilities and tendencies to be able to give them the tasks which suitable for them, and this process should be done by experts and highly qualified people and supported by a well prepared job analysis to ensure organizational effectiveness.

التخصصات الرئيسية

إدارة الأعمال

عدد الصفحات

145

قائمة المحتويات

• APA
• MLA
• AMA

لغة النص

الإنجليزية

نوع البيانات

رسائل جامعية

رقم السجل

BIM-911984