The role of human resources in the development of the leather industry
The most important and vital asset of any organization is its human resources. The quality and capability of human resources is the most important factor for the survival and life of the organization. Capable manpower creates a capable organization. An organization is an environment in which employees in different groups work together to carry out activities. leather industry
An overview of the situation of manpower in the country’s leather industry reveals that illiterate and illiterate workers are at the forefront, indicating a very dangerous situation of human resources in the leather industry and the need to review and change the structure. The purpose of this study is to determine the components of the development of leather industry infrastructure and to develop a suitable model for the development of Tabriz leather industry infrastructure. The research method is descriptive-survey. The research sampling method is systematic random sampling. In this study, 120 questionnaires were used for analysis.leather
The research method is library and field research. Internet research data collection tool is all databases of international articles, interviews and finally the questionnaire. The results of reviewing a series of articles, related theories and interviewing the relevant components and indicators, components and variables of the research have been compiled.leather
Undoubtedly, human resources have been the most important factor in achieving development in all ages and have always been considered as the engine of development. In the present age, when human beings have made extraordinary advances in science and technology, despite the role of technology in achieving economic and industrial development, not only the importance of human resources has not diminished, but also the issue of human resources as a creator and user of technology. , The necessity has increased.leather
Manpower is one of the most important elements of organizational development and the realization of long-term and short-term goals of any institution. Strategic management in development programs considers the process of human resource development to have two components: selection and growth. In the first part, the required human resources are identified and in the second part, these resources are familiar with their task and are properly equipped to do it properly so that they can work in environments with changing conditions. In the human resource development process, these two components must be organized simultaneously.leather
The most important element of any system is manpower that can lead the country towards development goals. The correct use of human resources as the most valuable and greatest wealth of any society as an important issue has always been considered by governments, in other words, it can be said that human beings are both the goal and the cause of development and the realization of development goals. It depends to a large extent on how this wealth and vital resource is managed.
Before starting the process of human resource development, it is necessary to know the tasks of the organization and the specialties required to perform these tasks. To achieve this important goal, human resource planning is a serious need of any organization. In manpower planning, the first step is to recognize the current situation, bottlenecks and problems. The problem of manpower in the leather industry should be considered as the most important and fundamental problem and the lack of specialized and efficient manpower in production activities in comparison with the needs of various activities is a serious bottleneck of production and human resource development as a policy strategically emphasized.leather
The role of human resources in the development of leather industry infrastructure
The problem of human resources in the leather industry should be considered as the most important and fundamental problem. Cases such as weakness of production units in various aspects of employment, organization, management and lack of laws in these cases, lack of specialized staff in leather production, inexperience of existing staff, inability to attract specialized personnel in leather products, due to limitations in Organizational chart and low level of wages paid, restrictions of the country’s employment laws on the payment of sufficient salaries and benefits to specialized staff and as a result of low recruitment of the private sector, the lack of executive organization in the relevant leather organizations.leather
Manpower planning in the leather industry at the macro level requires that by regularly collecting information, analyzing the situations and trends of supply and demand of manpower and identifying different ways, the real number of people needed for different jobs can be achieved. At the micro and local level, by analyzing the past and present conditions of human resources, he determined the ways in which the required human resources are defined and available at the appropriate time and place.
The leather quality of this research is of the type of basic as well as applied research and since the purpose of the research is to collect descriptions, analysis and model presentation, the research method is descriptive-survey. In any statistical study, the set of required elements is called society. In other words, society is a set of all possible observations that can be obtained by repeating an experiment (Amidi, 2011).leather
The statistical population of this research is all factories and leather production units of East Azerbaijan province and the respondents are the top managers of factories and leather production units of East Azerbaijan province. Gathering information from a part of the society is called sampling. (Amidi, 2011) The research sampling method is systematic random sampling.
This method has been used because the list of all production units in the leather industry was available. The Cochran’s formula was used to determine the sample size. A statistical sample size of 169 people was obtained, and questionnaires were sent to 170 factories for convenience, of which 140 factories answered the questionnaire questions and 20 questionnaires answered were unusable because they were not fully filled. In this study, 120 questionnaires were used.leather
In this research, a qualitative and quantitative method has been used. In the first step, a qualitative method has been used to find variables and effective and key factors in the development of the industry and in the second step, a quantitative method has been used to prove that the selected factors and variables They have validity and reliability and have been selected and used correctly. Also, in the second step, the extent of the impact of each of the variables on the development of the leather industry (their impact coefficients) was identified. The research method is library and field research. Internet research data collection tool is all databases of international articles, interviews and finally the questionnaire. In the library method, all dissertations, internal management articles, specialized articles in the leather industry, as well as database articles such as Emerald and Science Direct were used.leather
The present study seeks to develop the infrastructure of Tabriz leather industry and provide solutions for development. In this study, in order to collect information related to the development of leather industry infrastructure, a questionnaire consisting of two parts has been designed. The first part contains questions about the personal characteristics of respondents and the second part after reviewing the literature in previous articles and research. Using interviews, 179 items were considered as effective factors in the development and improvement of the leather industry, which were divided into seven groups and evaluated on a 7-point Likert scale, including: In-house human resources Organizational, extra-organizational human resources, support, laws, technology, business relationships and innovation.
Descriptive statistics of data in this chapter, we first examine the demographic variables of research (age, education, etc.). The second part includes descriptive statistics of research questionnaire questions and in the third part, analytical statistics of research are presented. In the present study, in order to check the normality of the variables and determine the appropriate type of tests for data analysis, the Kolmogorov–Smirnov test, which shows the normality of all research variables. Multivariate regression was used to test the proposed model and find a suitable model for the research.leather
Mean comparison and analysis of variance tests have been used to influence demographic variables in response to questions related to research hypotheses. In order to accurately determine the gender of the sample, one of the questions of the questionnaire is related to this component. As can be seen in Table 1, 118 people (98.34%) of the statistical sample of the study are men and 2 people (1.66%) are women, and it indicates that in the Iranian leather industry, a very small number of female employees in this The industry is working, it also shows the fact that in this industry, unfortunately, female employees are not used.
The reason for this can be the type of culture or the reasons for not educating women in this industry. Compared to the leading countries in the leather industry, which are mostly used in the final parts of the production process in the leather production of female employees (dyeing, sorting and packaging), which have a great impact on improving the quality of leather. Unfortunately, in the leather industry, women are at least used.leather
|Table 1: Gender frequency of the statistical sample of the research|
In terms of education, statistical sample people are classified into 5 categories, the table below shows their status in terms of education level. As shown in Table 2, about 20.84 percent of people (25 people) have undergraduate education, 37.5 percent (45 people) have a diploma, 16.67 percent (20 people) have a postgraduate degree, 84 15% (19 people) have a bachelor’s degree, 6.66 percent (8 people) have a master’s degree and 2.5 percent (3 people) have a doctorate. Most of the statistical sample of this study had diploma education.
|Table 2: Education rate of statistical research sample|
In terms of work experience, statistical sample people are classified into 6 categories, Table 3 shows their status in terms of work experience level. As can be seen in Table 3, out of 120 people in the statistical sample, 25% (30 people) have a history of service under 1-3 years, 25% (30 people) have a history of 4-7 years, 12.5% (15 N) had a history of 10-8 years, 14.16% (17 people) had a history of 11-15 years, 15% (18 people) had a history of 20-16 years and 8.33% (10 people) had a history of more than 20 years.leather
|Table 3: Work experience of statistical research sample|
|Work experience||Relative frequency|
|20 years and up||10||8.33|
In terms of age, the statistical sample is classified into 6 categories, Table (4) shows their status in terms of age and Table (5) shows their status in terms of the number of employees in each production unit. According to the information in Table 4, 12.5% (15 people) in the age group of 20-30 years, 16.67% (20 people) in the age group of 30-40 years, 22.5% (27 people) in the age group of 40-50 years 31.67% (38 people) in the age group of 50-60 years, 12.5% (15 people) in the age group of 60-70 years and the rest were unanswered.
|Table 4: Age of the statistical sample of the research|
|Table 5: Number of employees in each production unit of the statistical sample of the research|
|Number of personnel working in production units||Frequency||Relative Frequency|
|26 people and up||–||0|
Most companies operating in the leather industry have less than 20 employees, which indicates the small size of production units. According to previous studies conducted in leading countries in this industry, the average number of employees is over 50 (World Trade Organization, 2010). After reviewing, interviewing and reviewing the research background, the researcher’s proposed model for this research is as follows:
According to the information collected through library study and interviews with leather industry experts, indicators were identified as influential factors in the leather industry, and considering that after collecting information through the initial test, the components were at the desired level. Factor analysis was performed. After changes in the research questions, the desired results were obtained. Table 6 shows that the proposed model is valid to explain the development of the leather industry.
|Table 6: Degree of model validity|
|Model||R||R Square||Adjusted R Square||Std. Error of the Estimate|
|a. Predictors: (Constant), TECH1, support and empowerment, human, buy and sell, rule, innovation, external|
Management is the most important factor in the life, growth and development of organizations. Achieving sustainable productivity, creativity and innovation, and an adequate quality of life depend on efficient, effective, intelligent, and committed human resource management. Since human resources are the most valuable factor of production and the most important capital and the main source of competitive advantage and create the basic capabilities of any organization, one of the most effective ways to achieve competitive advantage in the current situation is to make employees more efficient.
What is important in the development of human resources is that the improvement of human resources is not only achieved through technical and specialized training, but also in various ways to develop staff training, and this is important, except by implementing strategic plans in the field of human resource management. It will not be possible. Coherence in human resource development programs requires the development of employee empowerment programs that human resource management plays an important role in integrating and integrating these programs to provide an appropriate model of employee empowerment.
Personnel management is an area that is as old as the entire management area but has naturally changed and evolved. The turning point of this change and evolution is where human resource management is introduced instead of employee management. Human resource management, in addition to having the basics and concepts of employee management, considers more general and newer approaches in human resource management. Organizational success is more likely if the policies and procedures of the employees of the organization are consistent with each other and have a significant contribution in achieving the goals of the organization and strategic plans.
General culture and values, organizational conditions and managerial behavior that originate from that culture have a great impact on achieving the desired excellence. Such a culture needs to be managed, which means that a constant effort must be made to create acceptance and fulfill them. Achieving integration requires continuous effort. Integrity means that all members of the organization work together with a sense of common purpose.
In today’s competitive world, one of the most important tools for creating change and survival of the organization and achieving the desired goals and missions is the human element. In the meantime, what gives life to the category of transformation and ensures the survival of the organization are human resources. Organizational success depends on an effective mix of money, materials, machinery, and human resources to achieve short-term and long-term goals. Maximize the manufacturer.
The reality is that if we lack creative, knowledgeable, opportunistic, and problem-solving people in organizations, we will miss many opportunities. To achieve the goal of globalization or even to remain at this level, it is necessary to train and replace new forces in order to continue the path of growth and development, and the future of the industry belongs to those who have a plan and goal for it. This is how changing in human resources and organizational structure becomes inevitable, and management scientists believe that change in human resources is the root of all the success of organizations.
Obviously, if there is no change in human resource management, the industry is doomed. Therefore, planning for human resource development and designing human resource empowerment programs is one of the basic strategies to achieve sustainable development and globalization in which human resource managers have a significant role. . The structure and method of the research was designed based on the methods appropriate to the research questions and the research model was presented. In this section, the relationship between the infrastructure of the leather industry and the performance of organizations was fully understood.
The research tool obtained after the interview was approved and sent to the statistical sample. After collecting information and grouping them, analysis was performed and according to the results obtained and summarizing the results of data analysis, we provide suggestions. Proposed model for the development of leather infrastructure using extractive components from theoretical foundations and empirical background and components included in the questionnaire.
The first proposed model is the development of the optimal infrastructure of the leather industry in Iran and therefore cannot be compared (due to the lack of another model) with other models. Due to the effective role of human resources in the development of the leather industry, the presence of experienced professors with modern knowledge in the leather industry and the presence of professionally trained workers, mutual commitment of employers and staff and raising the literacy level of managers in production units and more scientific familiarity Learning from the leather industry and the basic support they provide can pave the way for the development of the leather industry infrastructure.
The traditional nature of the leather industry is one of the factors reducing the development of the leather industry in East Azerbaijan province, which means that the lack of appropriate technology, very little use of up-to-date scientific experience, lack of R&D and laboratories equipped production units, lack of attention To the standards required for raw skin from the time of slaughter to the beginning of tanning, the standards required for the chemical raw materials used in tanning and related factors have led to the lack of development of the leather industry.
Organizations have to use new and efficient management methods to nurture and develop their human resources, because they both benefit from the training process and have a great positive impact on the organization’s workforce. One of the primary goals of human resource management is to create the conditions through which employees’ potential talents are discovered and flourished and their commitment to the organization is increased. This potential talent is not only related to their ability to learn and apply new knowledge and skills, but also includes their valuable thoughts and views about the organization.
In the concept of human resource development, the goal is to create skills that can prepare oneself for higher jobs or heavier responsibilities. Therefore, human resource development training programs are for the growth of individuals without connection to current or future organizational jobs. This does not mean that the results of development training programs in the current or future jobs of the organization are useless, but programs are designed and in a word, the purpose of development training programs is to keep the organization alive and well in the process of adaptation. And change the methods and policies of the organization easily.
Dr. Nasser Feghhi Farahmand
Faculty Member (Associate Professor) Islamic Azad University, Tabriz Branch, Department of Industrial Management, Tabriz, Iran
Dr. Mohammad Dabaghi Sadr
PhD in Strategic Management, Tabriz, Iran
Chairman of the Board of Sadra Leather Manufacturing
Sources and references
Rading, Allen (1383), Knowledge Management. Translated by Dr. Mohammad Hossein Latifi. Tehran: Samat Publications. First Edition.
Rajaipour, Saeed, and Hamid Rahimi (2008), A study of the relationship between knowledge management conversion process and the performance of faculty members of the University of Isfahan. Journal of Management (31): 76-59.
Rafati Shaldehi, Hassan, Reza Hasnavi, Farid Beh Azin, and Seyed Alireza Bani Taba (2008), A Study of Knowledge Management Model in a Military Research Center. Military Medicine (10): 252-237.
Zafarian, Reza, Mona Esmailzadeh, and Nisa Shafahi (2008), Presenting a Knowledge Management Model in Small and Medium Businesses. Entrepreneurship Development. 1 (2): 102-75.
Feghhi Farahmand, Dr. Nasser (2001), Executive Management Process, First Edition, Islamic Azad University of Tabriz.
Feghhi Farahmand, Dr. Nasser (2002), Management in Iran, Second Edition. Tabriz Public Management Training Center Bookstore.
Feghhi Farahmand, Dr. Nasser (2003), Reliable Management of the Organization, First Edition, Foroozeh Publications, Tabriz.
Feghhi Farahmand, Dr. Nasser (2003), Management of Strategic Structure of the Organization, Fourth Edition, Islamic Azad University of Tabriz.
Feghhi Farahmand, Dr. Nasser (2011), Dynamic Management of the Organization, Second Edition, Foroozeh Publications, Tabriz.
Feghhi Farahmand, Dr. Nasser (2009), Development of Strategic Plan of the Organization, First Edition, Foroozeh Publications, Tabriz.
Feghhi Farahmand, Dr. Nasser (2011), Strategic Management of the Organization, Second Edition, Foroozeh Publications, Tabriz.
Feghhi Farahmand, Dr. Nasser (2011), Technology Management of the Organization, Second Edition, Foroozeh Publications, Tabriz.
Mohammadi, Mohammad (2001), Empowerment of Manpower, Quarterly Journal of Management Studies, Nos. 31 and 32, Allameh Tabatabaie University Press.
This post is also available in: Persian