Intelligent Management of Human Capital

Intelligent Management of Human Capital

Identification of Human Resource Risks in sepah Bank

Document Type : Original Article

Authors
Seyyed Mohammad Kamel Hosseini 1
Nahid Asadi 2
1 PhD, Department of business Management, Islamic Azad University, Tehran, Iran.
2 Assistant Prof, Department of public Management, Islamic Azad University, Tehran, Iran.
10.22034/imhr.2025.510696.1023
Abstract
Background and Objective: The purpose of this article is to identify human resource risks in Sepah Bank.
Research Method: This research is a mixed method and the theme analysis method was used to identify human resource risks. For validation, a quantitative research method was used and based on an applied descriptive purpose. The statistical population is Sepah Bank. In order to receive and collect information, the opinions of managers and experts in the fields related to human resources were used. In this regard, three steps were taken to identify human resource risks. In the first step, the theoretical literature of the research was studied. In the second step, non-probability judgmental and snowball sampling methods were used and experts were interviewed until saturation. In this step, theme analysis was performed using a qualitative method. After identifying the risks, the validity of the identified structures was confirmed. Data were collected from a questionnaire and for data analysis, the structural equation model measurement section and Lisrel SPSS and QSR Nurive software were used.
Findings: In the qualitative part, using the theme analysis method, dimensions, components, and indicators of human resources risk were identified. In the quantitative part, using confirmatory factor analysis, while examining and confirming the indicators and dimensions of the human resources risk model, their priority in the West Azerbaijan Tax Affairs Organization was examined so that the organization's managers, while identifying the very important human resources risks in their organization, could plan to control them. The presented model consists of 5 dimensions and 14 components.
Conclusion: In this research, after identifying the dimensions, components, and indicators of human resources risk, a model was designed; this assessment helps the managers of the organizations to adjust the model indicators in a way that leads to the control of existing risks by identifying and ranking the status of the aforementioned risks.
Keywords
Human Resource Risks
Thematic Analysis Method
Sepah Bank

Subjects

  •  

    • Ari, E. (2023). Human resource risk challenges in the hotel industry. Journal of Hospitality and Tourism Insights, 6(5): 2073-2092.
    • Aven, T., &Renn, O. (2010). Risk management and governance: Concepts, guidelines and applications, Berlin: Springer-Verlag .
    • Beaker, K. & Smidt, M. (2016). A risk perspective on human resource management: A review and directions for future research. Human Resource Management Review, 26(2): 149–165.
    • Burke, R. J. (2018). Human resource management in the hospitality and tourism sector. Handbook of human resource management in the tourism and hospitality industries, 3-39.
    • Cascio, W. (2012). Be a ringmaster of nick HR magazine, 38-43.
    • Cascio, W., & Boudreau, J.  (2014). HR Strategy. Optimizing risks, optimizing Journal of Organizational Effectiveness: People and Performance, 1(1): 77-97.
    • Clardy, A. (2004). Toward an HRD auditing protocol Assessing HRD risk management practices. Hun Resource Development Review, 3: 124-150.
    • Elshaer, I. A., Azazz, A. M., Mahmoud, S. W. & Ghanem, M. (2022). Perceived Risk of JobInstability and Unethical Organizational Behaviour Amid the COVID-19 Pandemic: TheRole of Family Financial Pressure and Distributive Injustice in the Tourism Industry.International Journal of Environmental Research and Public Health, 19(5): 2886.
    • Ernst & Young. (2008). Global Human Resources (HR) risk: from the danger zone to the value zone. London: EY.
    • Fheili, M. I. (2006). Developing human resources key risk indicators –Know Your Staff (KYS) practices. Journal of Operational Risk.
    • Golresan Kermani, A., Beheshtifar, M., Montazery, M. & Arabpour, A. (2021). Human Resource Risk Management Framework and Factors Influencing It. Propósitos y Representaciones, 9 (1): 1-14.
    • Hai Tran, N. (2023). An empirical investigation on the impact of green human resources management and green leadership on green work engagement. Journal of Heliyon, 9(11): 754-772. doi.org/10.1016/j.heliyon.2023.e 21018
    • Idris, I., Suyuti, A., Supriyanto, A. S., & As, N. (2022). Transformational leadership, political skill, organizational culture, and employee performance: a case from tourism company in Indonesia. Geo Journal of Tourism and Geosites, 40(1): 104-110.
    • Jargenson , K, & Duijm .N. (2011). Demonstration of rick profiling more promoting safety in SME. International journal of Workplace Health management. 4 (2): 179 – 193.
    • Johnson, K. R., Huang, T., & Doyle, A. (2019). Mapping talent development in tourism and hospitality: a \ literature review. European Journal of Training and Development. 43(9): 821- 841.
    • Katz, R. (1974) . Skills of an effective administrator. Bottom : Harvard Business Press.
    • Kedar,B.(1970)Again:Arabic risq,medieval latin riscum,Studi Medievali ,Centro Italiano Di Studi Sull Alto Medioevo, Spoleto.
    • Kupt, E., Homaki, S – K, Talja, H., Lonnqvist , A , & Sillanpaa, (2008). Risk  management of mandible assets – risk and risk management practices in companies . fenland: VTT Working.
    • Langenhan, M, Leka, S. & Jain, A. (2013). Psychosocial risks: Ls risk management strategic enough in business and policy making?, Safety and Health at Work 4, 87-94.
    • Mäenpää, I., & Voutilainen, R. (2012). Insurances for human capital risk management in SMEs. Vine, 42(1): 52-66.
    • Merna,T.,Al-Thani,F.(2005)Corporate risk management : An organizational perspective, England: John Wiley & Sons.
    • Meyer,M., Roodt, G., Robbins,M.(2011). Human Resources Risk Management: Governing People Risks For Improved Performance. Sa Joural Of Human Resource Management, 9(1): 310-321.
    • Mitrofanova, A. & Konovalova, V. & Mitrofanova, E. & Ashurbekov, & Konstantin, T. (2017). Human resource risk management in organization: methodological aspect. International Conference on Trends of Technologies and Innovations in Economic and Social Studies.
    • Nadri, K. & Mehrabi L. (2018). Investigating the types of risk and risk management in the Islamic banking system. Development Strategy,54(14): 160-181.
    • Nolan, C. T., Garavan, T. N., & Lynch, P. (2020). Multidimensionality of HRD in small tourismfirms: A case study of the Republic of Ireland. Tourism Management, 79, 104029.
    • Nolan-McSweeney, M., Ryan, B., & Cobb, S. (2023). Interviews with rail industry leaders about systems thinking in the management of organizational change and risk 2 management. Journal of SafetyScience, (164): 294-312. Doi .org /10. 1016 /j.ssci .2023.106168
    • Pandey, B. (2013). Understanding of occupational health and safety risks and participatory practices in small businesses, Doctoral Dissertation, Massey University.
    • Paul,C.,&Mitlacher,L.(2008).Expanding risk management systems : human resources and German banks. Strategic Change, 17: 21–33.
    • Peláez-León, J. D., & Sánchez-Marín, G. (2022). Socioemotional wealth and human resourcepolicies: effects on family firm performance. International Journal of EntrepreneurialBehavior & Research, 28(1): 109-135.
    • Rabiul, M. K., Mohamed, A. E., Patwary, A. K., Yean, T. F., & Osman, S. Z. (2023). Linkinghuman resources practices to employee engagement in the hospitality industry: themediating influences of psychological safety, availability and meaningfulness. EuropeanJournal of Management and Business Economics, 32(2): 223-240.
    • Rotarescu, E. (2011). Modeling and simulation of risk in training the police human resource, by wing the linear programming method. Technical Sciences, 20: 326-232.
    • Stam, C. ( 2009 ). Intellectual liabilities : lesson from the decline and fall of the Roman Empire. VINE, the journal of information and knowledge management system. 39 (1): 212 – 214.
    • Stam, C. (2009). Intellectual liabilities: Lessons from the decline and fall of the Roman Empire.VINE. The Journal of Information and Knowledge anagement Systems, 39(1): 92-104.
    • Stamolampros, P., & Symitsi, E. (2022). Employee treatment, financial leverage, and bankruptcy risk: Evidence from high contact services. International Journal of Hospitality Management, 105: 103268.
    • Stevens, J. (2009 ) .managing risk: The HR contribution . London : John Wiley & Sons. Tourism Insights, 6(5): 2073-2092.
    • Trull,t.,& prinstein,m.(2012) “clmical psychology . boston: cengage leaming
    • Wang, X., Wang, H., Wang, H Zhang, L., & Cao, X. (2011). Constructing a decision support system for management of employee turnover risk. In Techno Manage, 12: 187-196.
    • Xie, C., Zhang, J., Chen, Y., Morrison, A. M., & Lin, Z. (2020). Measuring hotel employee perceived job risk: dimensions and scale development. International Journal of Contemporary Hospitality Management, 32(2): 730-748.
    • Yıldırım, M. (2021). Tracing the consent, adaptation and resistance practices of an ‘unsustainable’workforce: The governmentality of workplaces in tourism industry. Tourism Management, 84: 104260.
    • Young, M., & Hexter, E. (2011). Managing human capital risk. New York: The Conference Board.

    Zare Ravasan A. & Dilami H. (2014), Skills needed by project managers to implement organizational resource planning systems. Information Technology Management Studies,8 (2): 47-74.

     

Intelligent Management of Human Capital
Volume 1, Issue 2 - Serial Number 2
Autumn 2024
Pages 189-153