Hrd In Net

‫ﻋﻮﺍﻣﻞ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﻧﺖ‬ ‫ﺣﺠﺖ ﺍﺣﻤﺪﻱ‪ ،‬ﻋﻀﻮ ﻫﻴﺌﺖ ﻋﻠﻤﻲ ﺩﺍﻧﺸﮕﺎﻩ ﺗﻬﺮﺍﻥ‬ ‫ﺳﻌﻴﺪ ﺣﺴﻴﻨﻲ‪ ،‬ﺩﺍﻧﺸﺠﻮﻱ ﺭﺷﺘﻪ ﻣﻬﻨﺪﺳﻲ ﺑﻴﻮﺳﻴﺴﺘﻢ‬

‫ﻣﻬﻤﺘﺮﻳﻦ ﻣﺴﺌﻠﻪﺍﻱ ﻛﻪ ﻣﺪﻳﺮﺍﻥ ﺑﺎ ﺁﻥ ﺩﺳﺖ ﺑﻪ ﮔﺮﻳﺒﺎﻧﻨﺪ ﺳﺎﺯﻣﺎﻧﺪﻫﻲ‬ ‫ﻧﻘﺶ ﺍﻧﺴﺎﻧﻬﺎ ﺩﺭ ﺻﻨﺎﻳﻊ ﺍﺳﺖ‪ .‬ﺍﮔﺮ ﺍﻧﺴﺎﻧﻬﺎ ﻧﺘﻮﺍﻧﻨﺪ ﺑﺎ ﺻﻨﻌﺖ ﻫﻤﺎﻫﻨﮓ ﺷﻮﻧﺪ‬ ‫ﺑﻴﺸﺘﺮﻳﻦ ﺿﺮﺭ ﻣﺘﻮﺟﻪ ﻛﺎﺭﺧﺎﻧﺠﺎﺕ ﺁﻧﻬﺎ ﻣﻲﺷﻮﺩ‪ .‬ﺣﺎﻝ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺍﻳﻦ ﻛﻪ ﻳﻜﻲ ﺍﺯ‬ ‫ﻗﺴﻤﺘﻬﺎﻱ ﻣﻬﻢ ﺍﻳﻦ ﺻﻨﺎﻳﻊ ﻭﺍﺣﺪ ﺗﻌﻤﻴﺮﺍﺕ ﻭ ﻧﮕﻬﺪﺍﺭﻱ ﺍﺳﺖ ﻭ ﻭﺍﺣﺪ ﻧﺖ ﺩﺭ ﻫﺮ‬ ‫ﻛﺎﺭﺧﺎﻧﻪ ﺑﻪ ﻣﻮﺍﺯﺍﺕ ﺧﻂ ﺗﻮﻟﻴﺪ ﺍﺳﺖ‪ ،‬ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﺍﻳﻦ ﻭﺍﺣﺪ ﭘﺮﺭﻧﮓ‬ ‫ﻣﻲﺷﻮﺩ؛ ﺍﺯ ﺍﻳﻦ ﺭﻭ ﺑﺎ ﺑﺮﺭﺳﻲ ﻋﻮﺍﻣﻞ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﻣﺪﻳﺮﻳﺖ ﻭ ﺑﻪ ﻭﻳﮋﻩ‬ ‫ﻣﺪﻳﺮﻳﺖ ﺗﻌﻤﻴﺮﺍﺕ ﻭ ﻧﮕﻬﺪﺍﺭﻱ ﺑﻪ ﻋﻮﺍﻣﻠﻲ ﺍﺯ ﻗﺒﻴﻞ ﺷﺎﻳﺴﺘﻪ ﺳﺎﻻﺭﻱ‪ ،‬ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ‪،‬‬ ‫ﺑﻬﺮﻩﻭﺭﻱ‪ ،‬ﺭﺿﺎﻳﺖ ﺷﻐﻠﻲ‪ ،‬ﻧﻈﺎﻡ ﺍﺭﺯﻳﺎﺑﻲ ﻋﻤﻠﻜﺮﺩ ﻣﻨﺎﺳﺐ‪ ،‬ﺍﺭﺗﻘﺎﻯ ﺳﻄﺢ ﻋﻠﻤﻲ ﻭ‬ ‫ﻋﻤﻠﻲ ﻛﺎﺭﻛﻨﺎﻥ ﻭ ‪ ...‬ﻣﻲﺭﺳﻴﻢ ﻛﻪ ﺑﻴﺸﺘﺮﻳﻦ ﻧﻘﺶ ﺭﺍ ﺩﺭ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ‬ ‫ﻧﺖ ﺑﺎﺯﻯ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺑﺮﺍﻱ ﺑﺮﺭﺳﻲ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﻧﺖ ﺑﺎﻳﺪ ﺍﺯ ﻣﺮﺯ ﻣﺤﺪﻭﺩﻳﺘﻬﺎ‬ ‫ﮔﺬﺷﺖ ﻭ ﺗﻤﺎﻣﻲ ﻋﻮﺍﻣﻠﻲ ﺭﺍ ﻛﻪ ﻣﻲﺗﻮﺍﻧﺪ ﺩﺭ ﭘﻴﺸﺮﻓﺖ ﻳﺎ ﭘﺴﺮﻓﺖ ﻃﺮﺡ ﻧﻘﺶ‬ ‫ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ ﺑﺮﺭﺳﻲ ﻛﺮﺩ‪ .‬ﻣﺪﻳﺮﻳﺖ ﺑﺎﻳﺪ ﺍﺯ ﺩﺍﺧﻞ ﺍﺟﺘﻤﺎﻉ ﻛﺎﺭﻛﻨﺎﻥ ﺗﺤﻘﻴﻘﺎﺕ ﺧﻮﺩ‬ ‫ﺭﺍ ﺷﺮﻭﻉ ﻛﻨﺪ ﭼﻮﻥ ﺷﺮﻁ ﺍﺻﻠﻲ ﭘﻴﺸﺮﻓﺖ ﻛﺎﺭ‪ ،‬ﺗﻮﺍﻧﺎﻳﻲ ﺍﻓﺮﺍﺩ ﺑﺮﺍﻱ ﭘﻴﺸﺮﻓﺖ ﺍﺳﺖ‬ ‫ﻭ ﺍﮔﺮ ﻓﺮﺩ ﻧﺘﻮﺍﻧﺪ ﺑﺎ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱﻫﺎﻳﻲ ﻛﻪ ﺑﺮﺍﻳﺶ ﻣﻲﺷﻮﺩ ﺑﻪ ﺳﺎﺯﮔﺎﺭﻱ ﺑﺮﺳﺪ‪ ،‬ﭼﻪ‬ ‫ﺑﺴﺎ ﺩﭼﺎﺭ ﭘﺴﺮﻓﺖ ﺷﻮﺩ ﻭ ﻧﺘﻮﺍﻧﺪ ﺣﺘﻲ ﺑﻪ ﺍﻧﺪﺍﺯﻩ ﻗﺒﻞ ﻣﻔﻴﺪ ﺑﺎﺷﺪ‪.‬‬

‫ﻭﺍژﻩﻫﺎﻱ ﻛﻠﻴﺪﻱ‬ ‫ﺗﻌﻤﻴﺮﺍﺕ ﻭ ﻧﮕﻬﺪﺍﺭﻱ‪ ،‬ﻣﺪﻳﺮﻳﺖ‪ ،‬ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬

‫ﻣﻘﺪﻣﻪ‬ ‫ﻣﺒﺤﺚ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺤﺚ ﺟﺪﻳﺪﻱ ﻧﻴﺴﺖ ﻛﻪ ﺗﺎﺯﻩ ﺷﻜﻞ ﮔﺮﻓﺘﻪ‬ ‫ﺑﺎﺷﺪ ﺑﻠﻜﻪ ﺍﻳﻦ ﺑﺤﺚ ﺍﺯ ﻣﺪﺗﻬﺎ ﺩﺭ ﺑﺤﺚ ﻣﺪﻳﺮﻳﺖ ﻭ ﺑﻪ ﻭﻳﮋﻩ ﻣﺪﻳﺮﻳﺖ ﺭﺍﻫﺒﺮﺩﻯ‬ ‫ﻣﻄﺮﺡ ﺑﻮﺩﻩ ﺍﺳﺖ‪ .‬ﺩﻳﮕﺮ ﺯﻣﺎﻥ ﺁﺯﻣﻮﻥ ﻭ ﺧﻄﺎ ﺑﺮﺍﻱ ﻣﺪﻳﺮﺍﻥ ﺑﻪ ﺍﺗﻤﺎﻡ ﺭﺳﻴﺪﻩ ﻭ‬ ‫ﺑﺎ ﭘﻴﺸﺮﻓﺘﻬﺎﻱ ﻋﻠﻤﻲ ﻭ ﻋﻤﻠﻲ‪ ،‬ﺻﻨﻌﺘﻲ ﻣﻲﺗﻮﺍﻧﺪ ﺑﻪ ﺳﻮﺩﺁﻭﺭﻱ ﺭﺳﻴﺪﻩ ﺑﺎﺷﺪ ﻛﻪ‬ ‫ﻓﻘﻂ ﺑﺎ ﻫﺪﻑ ﺳﻮﺩﺁﻭﺭﻱ ﻭﺍﺭﺩ ﻋﻤﻞ ﺷﻮﺩ‪ .‬ﻫﺮ ﻛﺎﺭﺧﺎﻧﻪ ﻭ ﺻﻨﻌﺘﻲ ﻧﻴﺎﺯ ﺑﻪ ﻳﻚ ﻭﺍﺣﺪ‬ ‫ﺗﻌﻤﻴﺮﺍﺕ ﻭ ﻧﮕﻬﺪﺍﺭﻱ ﺩﺍﺭﺩ ﺗﺎ ﺑﺎ ﻛﻤﻚ ﺍﻳﻦ ﻭﺍﺣﺪ ﻭ ﻧﻈﺎﺭﺗﻲ ﻛﻪ ﺑﺮ ﺭﻭﻱ ﻣﺎﺷﻴﻦ‬ ‫ﺁﻻﺕ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﺪ ﺟﻠﻮﻱ ﺍﻓﺰﺍﻳﺶ ﻫﺰﻳﻨﻪﻫﺎ ﻭ ﺍﺗﻼﻑ ﻭﻗﺖ ﺭﺍ ﺑﮕﻴﺮﺩ ﻭ ﻫﺮ ﭼﻪ ﺍﻳﻦ‬ ‫ﻋﻮﺍﻣﻞ ﻛﺎﻫﺶ ﻳﺎﺑﻨﺪ ﺳﻮﺩﺁﻭﺭﻱ ﺻﻨﻌﺖ ﺍﻓﺰﺍﻳﺶ ﻣﻲﻳﺎﺑﺪ ﻭ ﺑﻪ ﻫﺪﻑ ﺍﺻﻠﻲ ﻧﺰﺩﻳﻚ‬ ‫ﻣﻲﺷﻮﻳﻢ‪ .‬ﺍﻣﺎ ﺑﺎ ﺗﻤﺎﻡ ﺍﻳﻨﻬﺎ ﺑﺤﺚ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﻣﻬﻨﺪﺳﻲ ﺗﻌﻤﻴﺮﺍﺕ ﻭ‬ ‫ﻧﮕﻬﺪﺍﺭﻱ ﺑﻪ ﺻﻮﺭﺕ ﻣﺴﺘﻘﻴﻢ ﻭ ﺩﻗﻴﻖ ﻣﻮﺭﺩ ﻣﻄﺎﻟﻌﻪ ﻗﺮﺍﺭ ﻧﮕﺮﻓﺘﻪ ﺍﺳﺖ‪ .‬ﺍﺯ ﺍﻳﻦ‬ ‫ﺭﻭ ﻣﻄﺎﻟﻌﺎﺕ ﺑﻪ ﻋﻮﺍﻣﻠﻲ ﻣﻰﺭﺳﺪ ﻛﻪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺩﺭ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﻧﺖ‬ ‫ﻣﺆﺛﺮ ﺑﺎﺷﻨﺪ ﻛﻪ ﺍﻳﻦ ﻋﻮﺍﻣﻞ ﺩﺭ ﺍﺩﺍﻣﻪ ﻣﻘﺎﻟﻪ ﺫﻛﺮ ﺷﺪﻩﺍﻧﺪ‪ .‬ﻫﻤﭽﻨﻴﻦ ﺑﺎ ﻧﻈﺮﺧﻮﺍﻫﻲ‬ ‫ﺍﺯ ﺗﻌﺪﺍﺩﻱ ﺍﺯ ﺷﺎﻏﻼﻥ ﺩﺭ ﺻﻨﻌﺖ‪ ،‬ﺍﺳﺘﺎﺩﺍﻥ ﻭ ﺩﺍﻧﺸﺠﻮﻳﺎﻥ‪ ،‬ﺗﺎ ﺣﺪﻱ ﺍﻭﻟﻮﻳﺖ ﻣﺎﻧﻮﺭ‬ ‫ﺩﺍﺩﻥ ﺭﻭﻱ ﺍﻳﻦ ﻋﻮﺍﻣﻞ ﻣﺸﺨﺺ ﺷﺪﻩ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺍﻧﺘﻬﺎﻱ ﻣﻘﺎﻟﻪ ﻣﻮﺭﺩ ﺑﺮﺭﺳﻲ‬ ‫ﺁﻣﺎﺭﻱ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻪﺍﻧﺪ‪.‬‬

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‫ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬ ‫ﺑﺎ ﭘﻴﺸﺮﻓﺖ ﻋﻠﻢ ﻭ ﻓﻨﺎﻭﺭﻯ ﻭ ﺭﻭﻧﺪ ﺭﻭ ﺑﻪ ﺭﺷﺪ ﺻﻨﻌﺖ ﻭ ﺗﻮﺳﻌﻪ ﻛﺎﺭﺧﺎﻧﻪﻫﺎ‬ ‫ﻭ ﻛﺎﺭﮔﺎﻫﻬﺎ ﻭ ﻫﻤﭽﻨﻴﻦ ﻭﺭﻭﺩ ﺗﺠﻬﻴﺰﺍﺕ ﻣﺪﺭﻥ ﻫﻤﻮﺍﺭﻩ ﺍﻳﻦ ﺩﻏﺪﻏﻪ ﺑﺮﺍﻱ ﺟﻮﺍﻣﻊ‬ ‫ﻛﺎﺭﮔﺮﻱ ﻭﺟﻮﺩ ﺩﺍﺷﺘﻪ ﻛﻪ ﻣﺒﺎﺩﺍ ﻧﻘﺶ ﺍﻧﺴﺎﻧﻬﺎ ﺩﺭ ﺻﻨﺎﻳﻊ ﻛﻤﺮﻧﮓ ﺷﻮﺩ ﻭ ﺻﻨﺎﻳﻊ‬ ‫ﺍﺯ ﻟﺤﺎﻅ ﺍﺣﺘﻴﺎﺝ ﺑﻪ ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ ﺑﻲ ﻧﻴﺎﺯ ﺷﻮﻧﺪ‪ .‬ﺍﺯ ﺍﻳﻦ ﺭﻭ ﺑﺤﺚ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ‬ ‫ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﻣﺪﻳﺮﻳﺖ ﺭﺍﻫﺒﺮﺩﻯ ﻣﻄﺮﺡ ﺷﺪ ﻛﻪ ﻫﺪﻑ ﺍﺻﻠﻲ ﺍﻳﻦ ﻋﻠﻢ ﺑﺮﺭﺳﻲ ﻭ ﭘﻴﺪﺍ‬ ‫ﻛﺮﺩﻥ ﻧﻜﺎﺕ ﻻﺯﻡ ﺑﺮﺍﻱ ﭘﺮﺭﻧﮓﺗﺮ ﻛﺮﺩﻥ ﻧﻘﺶ ﺍﻧﺴﺎﻧﻬﺎ ﺩﺭ ﺟﻮﺍﻣﻊ ﺻﻨﻌﺘﻲ ﻣﺪﺭﻥ‬ ‫ﺍﺳﺖ‪ .‬ﺷﺘﺎﺏ ﺗﺤﻮﻻﺕ ﺑﻪ ﺷﺪﺕ ﻧﺴﺒﺖ ﺑﻪ ﮔﺬﺷﺘﻪ ﻣﺘﻔﺎﻭﺕ ﺷﺪﻩﺍﻧﺪ‪ .‬ﺧﺎﻧﻮﺍﺩﻩ‪،‬‬ ‫ﺁﻣﻮﺯﺵ‪ ،‬ﺣﻜﻮﻣﺖ‪ ،‬ﺍﻗﺘﺼﺎﺩ ﻭ ﻣﺪﻳﺮﻳﺖ‪ ،‬ﻫﻤﻪ ﻭ ﻫﻤﻪ ﻣﺘﺤﻮﻝ ﺷﺪﻩ ﻭ ﻭﻳﮋﮔﻲ‬ ‫ﺩﻳﮕﺮﻱ ﻳﺎﻓﺘﻪﺍﻧﺪ‪ .‬ﻗﻮﺍﻋﺪ ﺑﺎﺯﻱ ﺩﺭ ﺳﺎﺯﻣﺎﻧﻬﺎ ﻋﻮﺽ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﻓﻠﺴﻔﻪ ﺍﺯ ﺑﺮﺩـ‬ ‫ﺑﺎﺧﺖ ﺑﻪ ﺑﺮﺩـ ﺑﺮﺩ ﺗﺒﺪﻳﻞ ﺷﺪﻩ ﻭ ﻛﻠﻴﻪ ﻗﻮﺍﻋﺪ ﺭﺍ ﺗﺤﺖ ﺍﻟﺸﻌﺎﻉ ﺧﻮﺩ ﻗﺮﺍﺭ ﺩﺍﺩﻩ‬ ‫ﺍﺳﺖ‪ .‬ﭼﺎﻟﺸﻬﺎﻱ ﭘﻴﺶ ﺭﻭﻱ ﻣﺪﻳﺮﺍﻥ ﻛﺎﻣ ً‬ ‫ﻼ ﺍﺯ ﭘﻴﺶ ﻣﺘﻔﺎﻭﺕ ﺍﺳﺖ ﻭ ﺩﺭ ﺍﺑﻌﺎﺩ‬ ‫ﮔﺴﺘﺮﺩﻩﺗﺮﻱ ﻣﻄﺮﺡ ﺷﺪﻩ ﺍﻧﺪ‪ .‬ﺩﺭ ﭼﻨﻴﻦ ﺷﺮﺍﻳﻄﻲ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺎﻳﺪ‬ ‫ﻫﻤﻮﺍﺭﻩ ﺩﺭ ﺟﻬﺖ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﻪ ﻣﻨﻈﻮﺭ ﻛﺴﺐ ﺩﺍﻧﺶ‪ ،‬ﻣﻬﺎﺭﺕ ﻭ ﺗﺠﺎﺭﺏ‬ ‫ﺟﺪﻳﺪ ﺩﺭ ﺗﻼﺵ ﻭ ﺗﻜﺎﭘﻮ ﺑﺎﺷﺪ‪.‬‬ ‫ﺍﻧﺴﺎﻥ ﺑﻪ ﻋﻨﻮﺍﻥ ﺍﺭﺯﺷﻤﻨﺪﺗﺮﻳﻦ ﺳﺮﻣﺎﻳﻪ ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﺭﻛﻦ ﺍﺳﺎﺳﻲ ﺗﻮﺳﻌﻪ‬ ‫ﺑﻪ ﺷﻤﺎﺭ ﻣﻲﺭﻭﺩ ﺑﻪ ﻃﻮﺭﻱ ﻛﻪ ﺍﻣﺮﻭﺯﻩ ﺭﺷﺪ ﻭ ﮔﺴﺘﺮﺵ ﺳﺎﺯﻣﺎﻧﻬﺎ ﺩﺭ ﮔﺮﻭ ﺑﻪ‬ ‫ﻛﺎﺭﮔﻤﺎﺭﻱ ﺻﺤﻴﺢ ﻭ ﻣﻨﺎﺳﺐ ﺍﻧﺴﺎﻧﻲ ﻭ ﺗﻮﺳﻌﻪ ﻣﺘﻨﺎﺳﺐ ﺁﻥ ﺍﺳﺖ‪ .‬ﻳﻜﻲ ﺍﺯ ﻋﻮﺍﻣﻞ‬ ‫ﻣﺆﺛﺮ ﺩﺭ ﺍﻓﺰﺍﻳﺶ ﺑﻬﺮﻩﻭﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﺗﻮﺳﻌﻪ ﻭ ﺍﺭﺗﻘﺎﻯ ﺩﺍﻧﺶ ﻭ ﻣﻬﺎﺭﺗﻬﺎﻱ ﻣﻨﺎﺑﻊ‬ ‫ﺍﻧﺴﺎﻧﻲ ﻭ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭ ﻫﺮ ﺳﺎﺯﻣﺎﻥ ﺍﺳﺖ‪ .‬ﺍﻋﻤﺎﻝ ﺩﻗﺘﻬﺎﻱ ﻻﺯﻡ ﺩﺭ ﻣﺮﺍﺣﻞ ﺍﻧﺘﺨﺎﺏ‪،‬‬ ‫ﮔﺰﻳﻨﺶ‪ ،‬ﺍﺳﺘﺨﺪﺍﻡ ﻭ ﺑﻪ ﻛﺎﺭ ﮔﻴﺮﻱ ﻛﺎﺭﻛﻨﺎﻥ ﮔﺮﭼﻪ ﺩﺭ ﺑﺪﻭ ﺍﻣﺮ ﻣﻤﻜﻦ ﺍﺳﺖ‬ ‫ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ ﻛﺎﺭﺁﻣﺪ ﺭﺍ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﺳﺎﺯﻣﺎﻥ ﻗﺮﺍﺭ ﺩﻫﺪ ﻭ ﺩﺭ ﺟﻬﺖ ﺗﺤﻘﻖ ﺍﻫﺪﺍﻑ‬ ‫ﺁﻥ ﻣﺆﺛﺮ ﺑﺎﺷﺪ‪ ،‬ﺍﻳﺠﺎﺩ ﺗﻐﻴﻴﺮ ﻭ ﺗﺤﻮﻝ ﺩﺭ ﻃﻮﻝ ﺣﻴﺎﺕ ﺳﺎﺯﻣﺎﻧﻬﺎ‪ ،‬ﻣﺴﺘﻠﺰﻡ ﺗﻮﺳﻌﻪ‬ ‫ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺁﻥ ﺍﺳﺖ‪ .‬ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‪ ،‬ﺳﺎﺯﻣﺎﻧﻬﺎ ﺭﺍ ﺩﺭ ﺍﺑﻌﺎﺩ ﻣﺨﺘﻠﻒ ﻳﺎﺭﻱ‬ ‫ﻣﻲﻧﻤﺎﻳﺪ‪ .‬ﺍﺯ ﺑﻌﺪ ﺍﻗﺘﺼﺎﺩﻱ ﺳﺒﺐ ﺍﻓﺰﺍﻳﺶ ﺑﻬﺮﻩﻭﺭﻱ ﺳﺎﺯﻣﺎﻧﻲ ﻣﻲﮔﺮﺩﺩ‪ .‬ﺍﺯ ﺑﻌﺪ‬ ‫ﺍﺟﺘﻤﺎﻋﻲ ﺑﺎﻋﺚ ﺍﻓﺰﺍﻳﺶ ﺭﺿﺎﻳﺖ ﻣﺸﺘﺮﻳﺎﻥ ﻭ ﻣﺮﺍﺟﻌﻪﻛﻨﻨﺪﮔﺎﻥ ﺷﺪﻩ ﻭ ﺍﺯ ﺑﻌﺪ‬ ‫ﺭﻭﺍﻧﻲ ﻣﻮﺟﺐ ﺑﺎﻻ ﺭﻓﺘﻦ ﺭﻭﺣﻴﻪ ﻭ ﺭﺿﺎﻳﺖ ﺷﻐﻠﻲ ﻓﺮﺩ ﻣﻲﮔﺮﺩﺩ‪.‬‬ ‫ﺣﻮﺯﻩ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﻪ ﻃﻮﺭ ﻧﺎﮔﻬﺎﻧﻲ ﭘﺪﻳﺪ ﻧﻴﺎﻣﺪ‪ .‬ﺍﻳﻦ ﺭﺷﺘﻪ ﺑﺎ‬ ‫ﭘﻴﻤﻮﺩﻥ ﺳﻴﺮ ﺗﻜﺎﻣﻠﻲ ﺑﻪ ﺻﻮﺭﺕ ﻓﻌﻠﻲ ﺧﻮﺩ ﺩﺭ ﺁﻣﺪﻩ ﺍﺳﺖ‪ .‬ﺑﺮﺭﺳﻲ ﺍﻳﻦ ﺳﻴﺮ‬ ‫ﺗﻜﺎﻣﻠﻲ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﻛﻪ ﭼﮕﻮﻧﻪ ﻛﻮﺷﺸﻬﺎﻱ ﺑﻨﻴﺎﻧﮕﺬﺍﺭﺍﻥ ﺍﻭﻟﻴﻪ ﺑﻪ ﺭﻭﺷﻬﺎﻱ‬ ‫ﻋﺎﻟﻲﺗﺮ ﻭ ﻓﻌﺎﻝﺗﺮ ﺍﻣﺮﻭﺯﻱ ﻣﻨﺘﻬﻲ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺑﺎ ﺩﻧﺒﺎﻝ ﻛﺮﺩﻥ ﺍﻳﻦ ﺳﻴﺮ ﺗﻜﺎﻣﻠﻲ‪،‬‬ ‫ﻣﻲﺗﻮﺍﻧﻴﻢ ﺗﺎﺯﮔﻲ ﻭ ﺍﻫﻤﻴﺖ ﻓﺰﺍﻳﻨﺪﻩ ﺭﺷﺘﻪ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺭﺍ ﺩﺭﻙ ﻛﻨﻴﻢ‪.‬‬ ‫ﺑﺮﺭﺳﻲ ﺗﺎﺭﻳﺨﻲ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﻛﻪ ﭼﮕﻮﻧﻪ ﻓﻌﺎﻟﻴﺘﻬﺎﻱ ﻣﺪﻳﺮﻳﺖ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬ ‫ﺗﺤﺖ ﺗﺄﺛﻴﺮ ﺗﻐﻴﻴﺮﺍﺕ ﻣﺤﻴﻄﻲ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﺩ ﻛﻪ ﺩﺭ ﺁﻥ ﺗﻮﺳﻌﻪ ﻣﻲﻳﺎﺑﺪ‪ .‬ﻣﻘﻄﻊ‬ ‫ﺯﻣﺎﻧﻲ ﺁﻏﺎﺯ ﺭﺷﺘﻪ ﻣﺪﻳﺮﻳﺖ ﭘﺮﺳﻨﻠﻲ ﺩﻗﻴﻘﺎً ﻣﺸﺨﺺ ﻧﻴﺴﺖ‪.‬‬ ‫ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﺑﺮ ﮔﻴﺮﻧﺪﻩ ﺗﻤﺎﻣﻲ ﺍﻓﺮﺍﺩ ﻭ ﻧﻴﺮﻭﻫﺎﻳﻲ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﺻﻮﺭﺕ‬ ‫ﺑﺎﻟﻘﻮﻩ ﻭ ﻳﺎ ﺑﺎﻟﻔﻌﻞ ﺩﺭ ﺷﻤﺎﺭ ﺟﻤﻌﻴﺖ ﻓﻌﺎﻝ ﺩﺭ ﺟﺎﻣﻌﻪﺍﻱ ﻭﺟﻮﺩ ﺩﺍﺭﻧﺪ‪ .‬ﺑﻪ ﻋﺒﺎﺭﺕ‬ ‫ﺩﻳﮕﺮ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺷﺎﻣﻞ ﺗﻤﺎﻡ ﻣﻨﺎﺑﻊ ﻏﻴﺮ ﻣﺎﺩﻱ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﻓﻌﺎﻟﻴﺘﻬﺎﻱ ﺍﻗﺘﺼﺎﺩﻱ‬ ‫ﻣﺸﺎﺭﻛﺖ ﺩﺍﺭﻧﺪ ﻭ ﻳﺎ ﻣﺘﺮﺻﺪ ﻣﺸﺎﺭﻛﺘﻨﺪ ﻭ ﺍﺯ ﺁﻧﺠﺎ ﻛﻪ ﺳﺎﻳﺮ ﻣﻨﺎﺑﻊ ﻭ ﻋﻮﺍﻣﻞ ﺗﻮﻟﻴﺪ ﺭﺍ‬ ‫ﻫﻤﻴﻦ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﻛﺎﺭ ﻣﻲﺍﻧﺪﺍﺯﺩ‪ ،‬ﺭﺷﺪ ﻭ ﺗﻮﺳﻌﻪ ﺍﻗﺘﺼﺎﺩﻱ ﺟﻮﺍﻣﻊ‬ ‫ﻧﻪ ﻣﺮﻫﻮﻥ ﻣﻨﺎﺑﻊ ﻣﺎﺩﻱ ﻛﻪ ﻭﺍﺑﺴﺘﻪ ﺑﻪ ﻧﺤﻮﻩ ﻣﺸﺎﺭﻛﺖ ﻭ ﻛﺎﺭﺍﻳﻲ ﻫﻤﻴﻦ ﻣﻨﺎﺑﻊ‬ ‫ﺍﻧﺴﺎﻧﻲ ﺍﺳﺖ‪.‬‬ ‫ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‪ ،‬ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﻳﻚ ﺭﺷﺘﻪ ﻓﻌﺎﻟﻴﺘﻬﺎﻱ ﺳﺎﺯﻣﺎﻥﻳﺎﻓﺘﻪ ﻭ‬ ‫ﻛﺎﺭﺑﺮﺩﻱ ﺩﺭ ﻳﻚ ﻣﺪﺕ ﺯﻣﺎﻥ ﻣﺸﺨﺺ ﻛﻪ ﺑﺮﺍﻱ ﺗﻐﻴﻴﺮ ﺭﻓﺘﺎﺭ ﻭ ﻭﺟﻬﻪ ﺷﻐﻠﻲ ﺍﻓﺮﺍﺩ‬ ‫ﻃﺮﺡﺭﻳﺰﻱ ﺷﺪﻩ ﺑﺎﺷﺪ‪ .‬ﺍﺳﺘﻮﺍﺭﺕ ﻭ ﻣﻚ ﮔﻠﺪﺭ )‪ (1996‬ﺗﻌﺮﻳﻒ ﺯﻳﺮ ﺭﺍ ﺑﺮﺍﻱ ﺗﻮﺳﻌﻪ‬ ‫ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺍﺭﺍﺋﻪ ﺩﺍﺩﻩ ﺍﻧﺪ‪:‬‬ ‫»ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻓﻌﺎﻟﻴﺘﻬﺎ ﻭ ﻓﺮﺍﻳﻨﺪﻫﺎﻳﻲ ﺭﺍ ﺷﺎﻣﻞ ﻣﻲﺷﻮﺩ ﻛﻪ ﺑﺮ‬ ‫ﻳﺎﺩﮔﻴﺮﻱ ﻓﺮﺩﻱ ﻭ ﺳﺎﺯﻣﺎﻧﻲ ﺗﺄﺛﻴﺮ ﺩﺍﺭﻧﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﻋﺒﺎﺭﺕ ﻓﺮﺽ ﺑﺮ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ‬ ‫ﺳﺎﺯﻣﺎﻧﻬﺎ ﺭﺍ ﻣﻲﺗﻮﺍﻥ ﺑﻪ ﺻﻮﺭﺕ ﺳﺎﺧﺘﺎﺭﻱ ﺑﺎ ﻣﺎﻫﻴﺖ ﻳﺎﺩﮔﻴﺮﻧﺪﻩ ﺗﺼﻮﺭ ﻛﺮﺩ‪ .‬ﻣﺎﻫﻴﺘﻲ‬ ‫ﻛﻪ ﺩﺭ ﺁﻥ ﻓﺮﺍﻳﻨﺪ ﻳﺎﺩﮔﻴﺮﻱ ﺳﺎﺯﻣﺎﻥ ﻭ ﺍﻓﺮﺍﺩ ﺍﺳﺘﻌﺪﺍﺩ ﻧﻔﻮﺫﭘﺬﻳﺮﻱ )ﺗﺄﺛﻴﺮﮔﺬﺍﺭﻱ( ﻭ‬ ‫ﺟﻬﺘﮕﻴﺮﻱ ﺍﺯ ﻃﺮﻳﻖ ﺩﺧﺎﻟﺘﻬﺎﻱ ﺍﻧﺪﻳﺸﻤﻨﺪﺍﻧﻪ ﻭ ﻃﺮﺍﺣﻲ ﺷﺪﻩ ﺭﺍ ﺩﺍﺭﺩ‪«.‬‬

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‫ﺗﻮﺳﻌﻪ ﺭﺍﻫﺒﺮﺩﻯ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﻪ ﻣﺴﺎﺋﻞ ﺯﻳﺮ ﻣﻲﭘﺮﺩﺍﺯﺩ‪:‬‬ ‫ﻃﺮﺍﺣﻲ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﭘﻮﻳﺎﻳﻲ ﻓﺮﺩﻱ‬ ‫ﻃﺮﺍﺣﻲ ﻭ ﺗﻮﺳﻌﻪ ﭘﻮﻳﺎﻳﻲ ﺳﺎﺯﻣﺎﻧﻲ ﻭ ﺍﻳﺠﺎﺩ ﺳﺎﺯﻣﺎﻧﻲ ﭘﻮﻳﺎ‬ ‫ﻣﺪﻳﺮﻳﺖ ﺩﺍﻧﺶ ﻭ ﺁﮔﺎﻫﻲﻫﺎﻱ ﻛﺎﺭﻛﻨﺎﻥ‬ ‫ﺗﻮﺳﻌﻪ ﺳﺮﻣﺎﻳﻪ ﻣﻌﻨﻮﻱ‬ ‫ﺗﻮﺳﻌﻪ ﻭ ﭘﺮﻭﺭﺵ ﻣﺪﻳﺮﺍﻥ‬ ‫ﺗﻮﺳﻌﻪ ﻭ ﭘﺮﻭﺭﺵ ﺁﮔﺎﻫﻲ ﻋﺎﻃﻔﻲ‬ ‫ﺗﻮﺳﻌﻪ ﻗﺎﺑﻠﻴﺖ ﺭﺍﻫﺒﺮﺩﻯ‬ ‫ﺩﺭ ﻣﺪﻳﺮﻳﺖ ﺭﺍﻫﺒﺮﺩﻯ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻧﻴﺰ ﺑﺮ ﺗﻮﺳﻌﻪﻫﺎ ﺑﺴﻴﺎﺭ ﺗﺄﻛﻴﺪ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬ ‫ﻣﺎ ﺍﺯ ﻣﺪﻳﺮﻳﺖ ﺭﺍﻫﺒﺮﺩﻯ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﭼﻨﻴﻦ ﺍﺳﺘﻨﺒﺎﻁ ﻣﻲﻛﻨﻴﻢ ﻛﻪ ﻣﺪﻳﺮﻳﺖ‪،‬‬ ‫ﻳﻚ ﺭﻭﺵ ﻣﺒﺘﻨﻲ ﺑﺮ ﺷﺎﻳﺴﺘﮕﻲ ﺍﺳﺖ ﻛﻪ ﻣﺪﻳﺮ ﺍﺯ ﺁﻥ ﺯﺍﻭﻳﻪ ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ ﻧﮕﺎﻩ‬ ‫ﻣﻲﻛﻨﺪ ﻭ ﺑﺮ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺗﺄﻛﻴﺪ ﻣﻲﻧﻤﺎﻳﺪ‪ ،‬ﻳﻌﻨﻲ ﻣﻨﺎﺑﻌﻲ ﺑﺎ ﺩﻭﺍﻡ‪ ،‬ﻏﻴﺮ‬ ‫ﻗﺎﺑﻞ ﻣﻌﺎﻣﻠﻪ ﻭ ﭼﻴﺰﻱ ﻛﻪ ﻧﻤﻲﺗﻮﺍﻥ ﻧﺴﺨﺔ ﻛﺎﻣﻞ ﻳﺎ ﺩﻭﻣﻲ ﺍﺯ ﺁﻥ ﺗﻬﻴﻪ ﻛﺮﺩ‪ .‬ﺭﻣﺰ‬ ‫ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ ﺑﺎ ﺛﺒﺎﺕ ﻳﺎ ﭘﺎﻳﺪﺍﺭ‪ ،‬ﺗﻮﺳﻌﻪ ﺩﺍﺩﻥ ﻣﻨﺎﺑﻌﻲ ﺑﺎ ﺍﻳﻦ ﻭﻳﮋﮔﻲﻫﺎﺳﺖ؛ ﺑﻪ‬ ‫ﻭﻳﮋﻩ ﺑﺪﺍﻥ ﺳﺒﺐ ﻛﻪ ﺍﻓﺮﺍﺩ ﻳﺎ ﺍﻧﺴﺎﻧﻬﺎ »ﻣﺤﻤﻠﻬﺎﻱ ﺷﺎﻳﺴﺘﻪ« ﺍﺻﻠﻲ ﺳﺎﺯﻣﺎﻧﻨﺪ‪.‬‬ ‫ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻧﺖ‬ ‫ﺑﺎ ﺗﻔﺎﺳﻴﺮﻱ ﻛﻪ ﺍﺯ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺷﺪ ﭘﻲ ﻣﻲﺑﺮﻳﻢ ﻛﻪ ﻳﻜﻲ ﺍﺯ ﮔﺎﻣﻬﺎﻱ‬ ‫ﺳﺎﺯﻧﺪﻩﺍﻱ ﻛﻪ ﻣﻲﺗﻮﺍﻧﺪ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﭼﺎﻟﺸﻬﺎ ﻭ ﻣﺸﻜﻼﺕ ﺭﺍ ﺩﺭ ﻋﺮﺻﻪ ﺗﻌﻤﻴﺮﺍﺕ ﻭ‬ ‫ﻧﮕﻬﺪﺍﺭﻱ ﺑﻬﺒﻮﺩ ﺑﺨﺸﺪ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ)‪ (HRD‬ﺍﺳﺖ‪.‬‬ ‫ﺍﮔﺮ ﺑﺨﻮﺍﻫﻴﻢ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺭﺍ ﺑﻪ ﺻﻮﺭﺕ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﭼﻨﺪ ﻋﺎﻣﻞ‬ ‫ﻣﺆﺛﺮ ﺩﺭ ﻧﻈﺮ ﺑﮕﻴﺮﻳﻢ ﺑﻪ ﻋﻮﺍﻣﻞ ﺯﻳﺮ ﺧﻮﺍﻫﻴﻢ ﺭﺳﻴﺪ ﻛﻪ ﺑﻴﺸﺘﺮﻳﻦ ﺳﻬﻢ ﺭﺍ ﺩﺭ‬ ‫ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺩﺭ ﻧﺖ ﺩﺍﺷﺘﻪ ﺍﻧﺪ ﻛﻪ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪:‬‬

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‫ﺷﺎﻳﺴﺘﻪ ﺳﺎﻻﺭﻱ ‪ /‬ﺍﺳﺘﻘﺮﺍﺭ ﻧﻈﺎﻡ ﺷﺎﻳﺴﺘﻪ ﺳﺎﻻﺭﻱ‬ ‫ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ‬ ‫ﺍﺭﺗﻘﺎﻯ ﺳﻄﺢ ﻋﻠﻤﻲ ﺍﺯ ﻃﺮﻳﻖ ﺁﻣﻮﺯﺵ‬ ‫ﺗﻮﺍﻧﺎﻳﻲ ﺣﻞ ﻣﺴﺎﺋﻞ )ﺗﺼﻤﻴﻢﮔﻴﺮﻱ(‬ ‫ﺧﻼﻗﻴﺖ ﻭ ﻧﻮﺁﻭﺭﻱ‬ ‫ﺑﻬﺮﻩ ﻭﺭﻱ‬ ‫ﻧﻈﺎﻡ ﺍﺭﺯﻳﺎﺑﻲ ﻋﻤﻠﻜﺮﺩ ﻣﻨﺎﺳﺐ‬ ‫ﺑﻬﺒﻮﺩ ﻣﻬﺎﺭﺗﻬﺎ ﺍﺯ ﻃﺮﻳﻖ ﺁﻣﻮﺯﺵ‬ ‫ﺭﺿﺎﻳﺖ ﺷﻐﻠﻲ‬ ‫ﺍﺭﺗﻘﺎﻯ ﻓﺮﻫﻨﮓ ﻓﺮﺩﻱ ﻭ ﺳﺎﺯﻣﺎﻧﻲ‬

‫ﺷﺎﻳﺴﺘﻪ ﺳﺎﻻﺭﻱ ‪ /‬ﺍﺳﺘﻘﺮﺍﺭ ﻧﻈﺎﻡ ﺷﺎﻳﺴﺘﻪ ﺳﺎﻻﺭﻱ‬ ‫ﺍﮔﺮ ﺑﺘﻮﺍﻥ ﻧﻈﺎﻡ ﺷﺎﻳﺴﺘﻪ ﺳﺎﻻﺭﻱ ﺭﺍ ﺩﺭ ﻳﻚ ﻭﺍﺣﺪ ﻧﺖ ﺑﻪ ﺍﺟﺮﺍ ﮔﺬﺍﺷﺖ ﻭ ﺑﻪ‬ ‫ﺍﻓﺮﺍﺩ ﺍﻳﻦ ﺫﻫﻨﻴﺖ ﺭﺍ ﺍﻟﻘﺎ ﻛﺮﺩ ﻛﻪ ﻫﺮ ﻣﻘﺎﻡ ﺑﺎﻻﺗﺮ ﺷﺎﻳﺴﺘﻪﺗﺮ ﻧﻴﺴﺖ ﻓﺮﺩ )ﻣﻨﻈﻮﺭ‬ ‫ﻓﺮﺩ ﺷﺎﻏﻞ ﺩﺭ ﻭﺍﺣﺪ ﻧﺖ( ﺗﻼﺵ ﻣﻲﻛﻨﺪ ﺗﺎ ﺧﻮﺩ ﺭﺍ ﺑﺎ ﺳﺎﻣﺎﻧﻪ ﺗﻄﺎﺑﻖ ﺩﻫﺪ ﻭ ﺳﻌﻲ‬ ‫ﺩﺭ ﺑﻬﺒﻮﺩ ﻋﻤﻠﻜﺮﺩ ﺧﻮﺩ ﻣﻲﻛﻨﺪ ﺗﺎ ﺟﺎﻳﻲ ﻛﻪ ﺑﻪ ﻳﻚ ﺳﺎﻣﺎﻧﻪ ﻫﺪﻓﻤﻨﺪ ﻭ ﭘﻴﮕﻴﺮ‬ ‫ﺗﺒﺪﻳﻞ ﻣﻲﺷﻮﻧﺪ‪.‬‬ ‫ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ‬ ‫ﺑﺎﻳﺪ ﺑﺮﺍﻱ ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ ﺷﺎﻏﻞ ﺩﺭ ﻭﺍﺣﺪ ﻧﺖ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﻢ ﻭ‬ ‫ﺁﻧﻬﺎ ﺭﺍ ﺑﻪ ﺣﺎﻝ ﺧﻮﺩ ﺭﻫﺎ ﻧﻜﻨﻴﻢ ﺗﺎ ﻫﺮ ﻣﻮﻗﻊ ﻧﻴﺎﺯ ﺷﺪ ﺍﺯ ﺁﻧﻬﺎ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﻴﻢ‪ .‬ﺑﺮﺍﻱ‬ ‫ﺍﻭﻗﺎﺕ ﻓﺮﺍﻏﺖ ﺁﻧﻬﺎ ﻃﺮﺣﻬﺎﻳﻲ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﻢ ﺗﺎ ﺩﺭ ﺯﻣﺎﻥ ﺍﺳﺘﺮﺍﺣﺖ ﻫﻢ ﺑﺘﻮﺍﻧﻨﺪ‬ ‫ﺣﺪﺍﻛﺜﺮ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺗﻌﻄﻴﻼﺕ ﺧﻮﺩ ﺭﺍ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ ﺗﺎ ﺩﺭ ﺯﻣﺎﻥ ﻛﺎﺭ ﺍﺣﺴﺎﺱ‬ ‫ﺧﺴﺘﮕﻲ ﻧﻜﻨﻨﺪ‪.‬‬ ‫ﺍﺭﺗﻘﺎﻱ ﺳﻄﺢ ﻋﻠﻤﻲ ﺍﺯ ﻃﺮﻳﻖ ﺁﻣﻮﺯﺵ‬ ‫ﻣﺘﺄﺳﻔﺎﻧﻪ ﺩﺭ ﺑﻴﺸﺘﺮ ﻣﻮﺍﺭﺩ‪ ،‬ﻧﻴﺮﻭﻫﺎﻳﻲ ﻛﻪ ﺟﺬﺏ ﻭﺍﺣﺪ ﻧﺖ ﻣﻲﺷﻮﻧﺪ ﺗﺤﺼﻴﻼﺕ‬

‫ﻛﻤﻲ ﺩﺍﺭﻧﺪ؛ ﻭﻟﻲ ﺍﺯ ﻟﺤﺎﻅ ﺗﺠﺮﺑﻪ ﻭ ﻛﺎﺭ ﻋﻤﻠﻲ ﺩﺭ ﺗﺮﺍﺯ ﺑﺎﻻﻳﻲ ﻗﺮﺍﺭ ﺩﺍﺭﻧﺪ‪ .‬ﺍﺯ ﻫﻤﻴﻦ‬ ‫ﺭﻭ ﺑﺎﻳﺪ ﺑﺮﺍﻱ ﺍﺭﺗﻘﺎﻯ ﺳﻄﺢ ﺩﺍﻧﺶ ﻛﺎﺭﻛﻨﺎﻥ‪ ،‬ﺗﺪﺍﺑﻴﺮﻱ ﺍﺗﺨﺎﺫ ﻛﺮﺩ ﻛﻪ ﭘﺮﺳﻨﻞ ﺑﺎ‬ ‫ﺗﻼﺵ ﻣﻀﺎﻋﻒ ﺑﻪ ﻳﺎﺩﮔﻴﺮﻱ ﻣﺴﺎﺋﻞ ﺭﻭﺯ ﺩﺭﺑﺎﺭﻩ ﺗﺨﺼﺺ ﺧﻮﺩ ﺍﻗﺪﺍﻡ ﻛﻨﻨﺪ ﻛﻪ ﺍﻳﻦ‬ ‫ﻣﺴﺌﻠﻪ ﻫﻢ ﺍﺯ ﻃﺮﻳﻖ ﺁﻣﻮﺯﺵ ﻗﺎﺑﻞ ﺣﻞ ﻭ ﺗﻮﺳﻌﻪ ﺍﺳﺖ‪.‬‬ ‫ﺗﻮﺍﻧﺎﻳﻲ ﺣﻞ ﻣﺴﺎﺋﻞ )ﺗﺼﻤﻴﻢﮔﻴﺮﻱ(‬ ‫ﺍﻳﻦ ﻣﻮﺭﺩ ﺭﺍ ﺑﺎ ﻳﻚ ﻣﺜﺎﻝ ﺗﻮﺿﻴﺢ ﻣﻲﺩﻫﻢ ‪.‬ﺑﻪ ﻓﺮﺽ ﻳﻚ ﺩﺳﺘﮕﺎﻩ ﻛﻪ ﺗﻤﺎﻡ‬ ‫ﺧﻂ ﺗﻮﻟﻴﺪ ﻭﺍﺑﺴﺘﻪ ﺑﻪ ﺁﻥ ﺍﺳﺖ ﺩﭼﺎﺭ ﺍﺷﻜﺎﻝ ﺷﻮﺩ ﻭ ﺍﻳﻦ ﻣﺸﻜﻞ ﺑﻪ ﻭﺍﺣﺪ ﻧﺖ‬ ‫ﺍﻃﻼﻉ ﺩﺍﺩﻩ ﺷﻮﺩ‪ .‬ﺣﺎﻝ ﺍﮔﺮ ﺳﺮﭘﺮﺳﺖ ﻭﺍﺣﺪ ﻧﺒﺎﺷﺪ‪ ،‬ﻛﺎﺭﻛﻨﺎﻥ ﻭ ﺗﻜﻨﺴﻴﻨﻬﺎ‬ ‫ﻣﺠﺒﻮﺭﻧﺪ ﻛﻪ ﺧﻮﺩﺷﺎﻥ ﺑﻪ ﺗﻌﻤﻴﺮ ﻭ ﻋﻴﺐﻳﺎﺑﻲ ﺩﺳﺘﮕﺎﻩ ﺍﻗﺪﺍﻡ ﻛﻨﻨﺪ‪ .‬ﺍﮔﺮ ﺁﻧﻬﺎ‬ ‫ﻧﺘﻮﺍﻧﻨﺪ ﺗﺼﻤﻴﻢﮔﻴﺮﻱ ﻛﻨﻨﺪ ﺍﻣﻜﺎﻥ ﺩﺍﺭﺩ ﺁﺳﻴﺐ ﺑﻴﺸﺘﺮﻱ ﺑﻪ ﺩﺳﺘﮕﺎﻩ ﻭ ﺩﺭ‬ ‫ﻧﺘﻴﺠﻪ ﺧﻂ ﺗﻮﻟﻴﺪ ﻭﺍﺭﺩ ﺷﻮﺩ‪ .‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﻛﺎﺭﻛﻨﺎﻥ ﻧﺖ ﺑﺎﻳﺪ ﺍﺯ ﺟﺰﺋﻲﺗﺮﻳﻦ ﺳﻄﺢ‬ ‫ﺗﺎ ﺑﺎﻻﺗﺮﻳﻦ ﻣﻘﺎﻡ‪ ،‬ﻗﺪﺭﺕ ﺗﺼﻤﻴﻢﮔﻴﺮﻱ ﺩﺭ ﻣﻮﺍﺟﻬﻪ ﺑﺎ ﺣﻮﺍﺩﺙ ﭘﻴﺶ ﺑﻴﻨﻲ ﻧﺸﺪﻩ‬ ‫ﺭﺍ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪.‬‬ ‫ﺧﻼﻗﻴﺖ ﻭ ﻧﻮﺁﻭﺭﻱ‬ ‫ﺍﻣﺮﻭﺯﻩ ﺗﻤﺎﻡ ﻗﺴﻤﺘﻬﺎﻱ ﺻﻨﻌﺖ ﺍﺯ ﺟﻤﻠﻪ ﻧﺖ‪ ،‬ﻧﻴﺎﺯﻣﻨﺪ ﺩﺍﺷﺘﻦ ﻛﺎﺭﻛﻨﺎﻥ‬ ‫ﺧﻼﻗﻨﺪ ﺗﺎ ﺑﺎ ﺗﻔﻜﺮ ﺧﻮﺩ ﺑﺘﻮﺍﻧﻨﺪ ﺭﺍﻫﻜﺎﺭﻫﺎﻳﻲ ﺩﺭ ﺟﻬﺖ ﻛﺎﻫﺶ ﻫﺰﻳﻨﻪﻫﺎ ﻭ ﺍﺗﻼﻑ‬ ‫ﻭﻗﺖ ﺍﺭﺍﺋﻪ ﻛﻨﻨﺪ ﻛﻪ ﺑﻪ ﭘﻴﺸﺮﻓﺖ ﻭ ﺳﻮﺩﺁﻭﺭﻱ ﺻﻨﻌﺖ ﻛﻤﻚ ﻛﻨﺪ‪.‬‬

‫ﺩﺭﮔﻴﺮﻧﺪ ﺭﺍ ﺑﺎﻻ ﺭﻭﺩ ﺗﺎ ﺑﺘﻮﺍﻧﻨﺪ ﺍﺯ ﺷﻐﻞ ﺧﻮﺩ ﺗﻌﺮﻳﻒ ﻣﻨﺎﺳﺒﻲ ﺩﺭ ﺫﻫﻦ ﺩﺍﺷﺘﻪ‬ ‫ﺑﺎﺷﻨﺪ ﻭ ﺑﻪ ﺍﺭﺯﺷﻬﺎﻱ ﺁﻥ ﭘﻲ ﺑﺒﺮﻧﺪ‪.‬‬ ‫ﺑﺮﺭﺳﻲ ﺁﻣﺎﺭﻱ‬ ‫ﻋﻮﺍﻣﻠﻲ ﻛﻪ ﺩﺭ ﺑﺎﻻ ﻣﻮﺭﺩ ﺑﺤﺚ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻨﺪ ﻣﻮﺭﺩ ﻧﻈﺮﺳﻨﺠﻲ ﺗﻌﺪﺍﺩﻱ ﺍﺯ ﻣﺪﻳﺮﺍﻥ‬ ‫ﺻﻨﺎﻳﻊ ‪ ،‬ﺍﺳﺘﺎﺩﺍﻥ ﺩﺍﻧﺸﮕﺎﻩ ﻭ ﺩﺍﻧﺸﺠﻮﻳﺎﻥ ﺩﺭﮔﻴﺮ ﻣﺴﺎﺋﻞ ﻧﺖ ﻗﺮﺍﺭ ﮔﺮﻓﺖ ﻛﻪ ﺑﻪ ﻧﺘﺎﻳﺞ ﺯﻳﺮ‬ ‫ﺭﺳﻴﺪﻳﻢ‪:‬‬ ‫ﻣﻴﺎﻧﮕﻴﻦ ﻧﻤﺮﺍﺗﻲ ﻛﻪ ﺍﻓﺮﺍﺩ ﺷﺮﻛﺖﻛﻨﻨﺪﻩ ﺑﻪ ﻫﺮ ﻳﻚ ﺍﺯ ﻋﻮﺍﻣﻞ ﺩﻩ ﮔﺎﻧﻪ ﻣﻮﺭﺩ ﺑﺤﺚ ﺍﺯ‬ ‫‪ 100‬ﻧﻤﺮﻩ ﺩﺍﺩﻧﺪ ﺑﻪ ﺷﺮﺡ ﺯﻳﺮ ﺍﺳﺖ‪:‬‬ ‫ﺷﺎﻳﺴﺘﻪ ﺳﺎﻻﺭﻱ‪63/33 :‬‬ ‫ﺑﺮﻧﺎﻣﻪ ﺭﻳﺰﻱ ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ‪72/22 :‬‬ ‫ﺍﺭﺗﻘﺎﻯ ﺳﻄﺢ ﻋﻠﻤﻲ ﺍﺯ ﻃﺮﻳﻖ ﺁﻣﻮﺯﺵ‪72/22 :‬‬ ‫ﺗﻮﺍﻧﺎﻳﻲ ﺣﻞ ﻣﺴﺎﺋﻞ‪66/67 :‬‬ ‫ﺧﻼﻗﻴﺖ ﻭ ﻧﻮﺁﻭﺭﻱ‪63/33 :‬‬ ‫ﺑﻬﺮﻩ ﻭﺭﻱ‪66/67 :‬‬ ‫ﻧﻈﺎﻡ ﺍﺭﺯﻳﺎﺑﻲ ﻋﻤﻠﻜﺮﺩ ﻣﻨﺎﺳﺐ‪71/11 :‬‬ ‫ﺑﻬﺒﻮﺩ ﻣﻬﺎﺭﺗﻬﺎ ﺍﺯ ﻃﺮﻳﻖ ﺁﻣﻮﺯﺵ‪74/44 :‬‬ ‫ﺭﺿﺎﻳﺖ ﺷﻐﻠﻲ‪75/56 :‬‬ ‫ﺍﺭﺗﻘﺎﻯ ﻓﺮﻫﻨﮓ ﻓﺮﺩﻱ ﻭ ﺳﺎﺯﻣﺎﻧﻲ‪75/56 :‬‬

‫ﺑﻬﺮﻩ ﻭﺭﻱ‬ ‫ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ ﺷﺎﻏﻞ ﺩﺭ ﻭﺍﺣﺪ ﻧﺖ ﺑﺎﻳﺪ ﺑﺘﻮﺍﻧﺪ ﺍﺯ ﺷﺮﺍﻳﻂ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﺪ ﻭ‬ ‫ﺑﻪ ﺑﻬﺮﻩﻭﺭﻱ ﺑﺮﺳﺪ‪ .‬ﺍﮔﺮ ﻧﺘﻮﺍﻧﺪ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺍﻣﻜﺎﻧﺎﺗﻲ ﻛﻪ ﺩﺍﺭﺩ ﺑﻪ ﺑﺎﺯﺩﻫﻲ ﺑﺮﺳﺪ‬ ‫ﻫﻴﭻﮔﺎﻩ ﻧﻤﻲﺗﻮﺍﻧﺪ ﺑﻪ ﻛﺎﺭﺧﺎﻧﻪ ﻳﺎ ﺻﻨﻌﺖ ﺷﺎﻏﻞ ﺩﺭ ﺁﻥ ﻛﻤﻚ ﻛﻨﺪ ﭼﺮﺍ ﻛﻪ ﺑﺎ ﺍﻧﺠﺎﻡ‬ ‫ﻧﺪﺍﺩﻥ ﻋﻜﺲﺍﻟﻌﻤﻠﻬﺎﻱ ﻧﺎﻣﻨﺎﺳﺐ ﺩﺭ ﺯﻣﺎﻥ ﻛﺎﺭ‪ ،‬ﻫﺰﻳﻨﻪﻫﺎ ﺭﺍ ﺍﻓﺰﺍﻳﺶ ﻣﻲﺩﻫﺪ‪.‬‬ ‫ﻧﻈﺎﻡ ﺍﺭﺯﻳﺎﺑﻲ ﻋﻤﻠﻜﺮﺩ ﻣﻨﺎﺳﺐ‬ ‫ﺍﻳﻦ ﻣﻮﺭﺩ ﺑﻴﺸﺘﺮ ﻣﺘﻮﺟﻪ ﻛﺎﺭﻓﺮﻣﺎ ﻫﺎﺳﺖ‪ .‬ﻛﺎﺭﻓﺮﻣﺎ ﺑﺎﻳﺪ ﺑﺎ ﺩﺭ ﻧﻈﺮ ﺩﺍﺷﺘﻦ‬ ‫ﻧﻜﺎﺕ ﻣﻬﻢ ﻭ ﺑﺎ ﺍﺭﺯﺵ ﻣﻮﺟﻮﺩ ﺩﺭ ﻋﻤﻞ ﻛﺎﺭﻛﻨﺎﻥ‪ ،‬ﻋﻤﻠﻜﺮﺩ ﺁﻧﻬﺎ ﺭﺍ ﺑﺮﺭﺳﻲ ﻛﻨﺪ‪.‬‬ ‫ﺑﺮﺍﻱ ﻣﺜﺎﻝ ﻋﻮﺍﻣﻠﻲ ﻣﺜﻞ ﻧﻈﻢ ﻭ ﺍﻧﻀﺒﺎﻁ‪ ،‬ﺭﻋﺎﻳﺖ ﺍﺣﺘﺮﺍﻡ‪ ،‬ﻛﻢ ﻛﺮﺩﻥ ﻫﺰﻳﻨﻪ‪ ،‬ﺍﻧﺠﺎﻡ‬ ‫ﺗﻌﻤﻴﺮﺍﺕ ﺑﻪ ﺟﺎﻱ ﺗﻌﻮﻳﺾ ﻟﻮﺍﺯﻡ ﻳﺪﻛﻲ ﻭ ‪...‬‬ ‫ﺑﻬﺒﻮﺩ ﻣﻬﺎﺭﺗﻬﺎ ﺍﺯ ﻃﺮﻳﻖ ﺁﻣﻮﺯﺵ‬ ‫ﻳﻜﻲ ﺍﺯ ﻋﻮﺍﻣﻠﻲ ﻛﻪ ﺍﺷﺎﺭﻩ ﺷﺪ ﺍﺭﺗﻘﺎﻯ ﺳﻄﺢ ﻋﻠﻤﻲ ﺍﺯ ﻃﺮﻳﻖ ﺁﻣﻮﺯﺵ ﺍﺳﺖ؛‬ ‫ﻭﻟﻲ ﺩﺍﺷﺘﻦ ﺩﺍﻧﺶ ﺑﺪﻭﻥ ﺩﺍﺷﺘﻦ ﻗﺪﺭﺕ ﭘﻴﺎﺩﻩ ﻛﺮﺩﻥ ﺁﻥ ﺍﺭﺯﺷﻲ ﻧﺪﺍﺭﺩ‪ .‬ﭘﺲ‬ ‫ﺑﺎﻳﺪ ﺑﺎ ﺑﺮﮔﺰﺍﺭﻱ ﻛﻼﺳﻬﺎﻱ ﻋﻤﻠﻲ ﻭ ﻛﺎﺭﮔﺎﻫﻲ ﺳﻌﻲ ﺩﺭ ﺍﻓﺰﺍﻳﺶ ﻣﻬﺎﺭﺕ ﻛﺎﺭﻛﻨﺎﻥ‬ ‫ﺩﺍﺷﺖ‪.‬‬ ‫ﺭﺿﺎﻳﺖ ﺷﻐﻠﻲ‬ ‫ﻣﻌﻤﻮﻻً ﺩﺭ ﻛﺎﺭﺧﺎﻧﻪﻫﺎ ﻭ ﺻﻨﺎﻳﻊ ﺧﻂ ﺗﻮﻟﻴﺪ ﺭﺍ ﻭﺍﺣﺪ ﺍﺻﻠﻲ ﺩﺭ ﻧﻈﺮ ﻣﻲﮔﻴﺮﻧﺪ‬ ‫ﻭ ﻭﺍﺣﺪ ﻧﺖ ﺭﺍ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﻭﺍﺣﺪ ﻛﻢ ﺍﻫﻤﻴﺖ ﻗﺮﺍﺭ ﻣﻲﺩﻫﻨﺪ ﺩﺭ ﺻﻮﺭﺗﻲ ﻛﻪ‬ ‫ﻣﻲﺗﻮﺍﻥ ﺑﻪ ﺟﺮﺃﺕ ﮔﻔﺖ ﻗﺴﻤﺖ ﺗﻌﻤﻴﺮﺍﺕ ﻭ ﻧﮕﻬﺪﺍﺭﻱ ﺑﻪ ﻣﻮﺍﺯﺍﺕ ﺧﻂ ﺗﻮﻟﻴﺪ‬ ‫ﺍﺳﺖ ﻭ ﻭﺟﻮﺩ ﻳﻜﻲ ﺑﺪﻭﻥ ﺩﻳﮕﺮﻱ ﺑﻲﺍﺭﺯﺵ ﺍﺳﺖ‪ .‬ﺑﻪ ﺩﻟﻴﻠﻲ ﻛﻪ ﺩﺭ ﺑﺎﻻ ﺍﺷﺎﺭﻩ ﺷﺪ‬ ‫ﻛﺎﺭﻛﻨﺎﻥ ﺗﻤﺎﻳﻞ ﺩﺍﺭﻧﺪ ﺩﺭ ﺧﻂ ﺗﻮﻟﻴﺪ ﺑﺎﺷﻨﺪ ﻭﻟﻲ ﺑﺎ ﭘﻴﺎﺩﻩ ﻛﺮﺩﻥ ﺳﺎﺧﺘﺎﺭ ﻣﻮﺍﺯﻱ‬ ‫ﻭ ﻫﻤﭽﻨﻴﻦ ﺷﻨﺎﺳﺎﻧﺪﻥ ﻓﻌﺎﻟﻴﺘﻬﺎﻱ ﻭﺍﺣﺪ ﻧﺖ ﻭ ﺍﺭﺯﺵ ﮔﺬﺍﺷﺘﻦ ﺑﻪ ﺁﻧﻬﺎ ﺭﺿﺎﻳﺖ‬ ‫ﻛﺎﺭﻛﻨﺎﻥ ﺁﻥ ﺭﺍ ﻓﺮﺍﻫﻢ ﻛﺮﺩ‪.‬‬ ‫ﺍﺭﺗﻘﺎﻯ ﻓﺮﻫﻨﮓ ﻓﺮﺩﻱ ﻭ ﺳﺎﺯﻣﺎﻧﻲ‬ ‫ﺍﻣﺮﻭﺯﻩ ﺩﺭ ﺗﻤﺎﻡ ﻣﺮﺍﻛﺰ ﻛﺎﺭﻱ ﻭ ﺁﻣﻮﺯﺷﻲ ﺻﺤﺒﺖ ﺍﺯ ﺍﺭﺗﻘﺎﻯ ﻓﺮﻫﻨﮓ ﺍﺳﺖ‪ .‬ﺩﺭ‬ ‫ﺳﺎﺯﻣﺎﻥ ﻧﺖ ﻫﻢ ﺑﺎﻳﺪ ﺗﻼﺵ ﺷﻮﺩ ﺗﺎ ﻓﺮﻫﻨﮓ ﻓﺮﺩﻱ ﻭ ﺳﺎﺯﻣﺎﻧﻲ ﺍﺭﺗﻘﺎ ﻳﺎﺑﺪ‪ .‬ﻳﻌﻨﻲ‬ ‫ﺩﺭﻙ ﻭ ﺷﻨﺎﺧﺖ ﺍﻓﺮﺍﺩ ﺍﺯ ﻭﺍﺣﺪﻱ ﻛﻪ ﺩﺭ ﺁﻥ ﻛﺎﺭ ﻣﻲﻛﻨﻨﺪ ﻭ ﻣﺴﺎﺋﻠﻲ ﻛﻪ ﺑﺎ ﺁﻧﻬﺎ‬

‫‪ϪΘδϳΎη ϪϣΎϧήΑ ΎϘΗέ΍ ̶ϳΎϧ΍ϮΗ ΖϴϗϼΧ ϩήϬΑ ϡΎψϧ ΩϮΒϬΑ ΖϳΎοέ ΎϘΗέ΍‬‬ ‫‪̵έϭ ̶ΑΎϳίέ΍ ΎϬΗέΎϬϣ ̶Ϡϐη ̲Ϩϫήϓ‬‬ ‫‪ϞΣ‬‬ ‫‪̵έϻΎγ ̵ΰϳέ ΢τγ‬‬ ‫‪ϭ ̵Ωήϓ‬‬ ‫‪̶ϤϠϋ Ϟ΋Ύδϣ‬‬ ‫‪̶ϧΎϣίΎγ‬‬

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‫ﻧﺘﻴﺠﻪﮔﻴﺮﻱ‬ ‫ﻫﻤﺎﻥ ﻃﻮﺭﻱ ﻛﻪ ﻣﻼﺣﻈﻪ ﻓﺮﻣﻮﺩﻳﺪ ﻫﺪﻑ ﺍﻳﻦ ﻣﻘﺎﻟﻪ ﺷﻨﺎﺳﺎﻳﻲ ﻋﻮﺍﻣﻠﻲ ﺑﻮﺩ ﻛﻪ‬ ‫ﻗﺎﺑﻠﻴﺖ ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱ ﻭ ﻧﻴﺰ ﺷﺮﺍﻳﻂ ﻻﺯﻡ ﺑﺮﺍﻱ ﻣﺎﻧﻮﺭ ﺩﺍﺩﻥ ﺑﺮﺍﻱ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬ ‫ﺩﺭ ﻧﺖ ﺭﺍ ﺩﺍﺭﺍ ﺑﺎﺷﻨﺪ‪ .‬ﺍﺯ ﺍﻳﻦ ﺭﻭ ﺑﺎ ﺑﺮﺭﺳﻲ ﻧﺘﺎﻳﺞ ﺁﻣﺎﺭﻱ ﻛﻪ ﺍﺯ ﻧﻈﺮﺳﻨﺠﻲ ﺑﻪ ﺩﺳﺖ ﺁﻣﺪ‬ ‫ﻣﻲﺗﻮﺍﻧﻴﻢ ﺍﻭﻟﻮﻳﺖ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺑﺮﺍﻱ ﻃﺮﺡ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺭﺍ ﺗﺎ ﺣﺪﻱ ﻣﺸﺨﺺ‬ ‫ﻛﻨﻴﻢ‪ .‬ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺜﺎﻝ ﺭﺿﺎﻳﺖ ﺷﻐﻠﻲ ﺑﺎﻻﺗﺮﻳﻦ ﺍﻣﺘﻴﺎﺯ ﺭﺍ ﺩﺭ ﺑﻴﻦ ﻋﻮﺍﻣﻞ ﺁﻭﺭﺩﻩ ﺍﺳﺖ ﻛﻪ‬ ‫ﺍﻟﺒﺘﻪ ﺍﻳﻦ ﻧﺘﻴﺠﻪ ﻗﺎﺑﻞ ﭘﻴﺶ ﺑﻴﻨﻲ ﺑﻮﺩ‪ ،‬ﺯﻳﺮﺍ ﺑﺮﺍﻱ ﺍﺟﺮﺍﻱ ﻳﻚ ﻃﺮﺡ ﺑﺎﻳﺪ ﺍﺑﺘﺪﺍ ﺍﺯ ﻧﻈﺮ‬ ‫ﺯﻳﺮﺑﻨﺎﻳﻲ ﺷﺮﺍﻳﻂ ﺍﺟﺮﺍ ﺁﻣﺎﺩﻩ ﺑﺎﺷﺪ‪ .‬ﺍﮔﺮ ﻓﺮﺩﻱ ﺍﺯ ﺷﻐﻠﺶ ﺭﺿﺎﻳﺖ ﻧﺪﺍﺷﺘﻪ ﺑﺎﺷﺪ ﭼﮕﻮﻧﻪ‬ ‫ﺍﻧﺘﻈﺎﺭ ﻣﻲﺭﻭﺩ ﻛﻪ ﻓﺮﺩ ﺩﺭ ﻣﻮﺍﺟﻬﻪ ﺑﺎ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﺗﻌﻴﻴﻦ ﺷﺪﻩ ﺑﺮﺍﻱ ﺗﻮﺳﻌﻪ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‬ ‫ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮﻱ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ ﻭ ﺩﺭ ﺟﻬﺖ ﭘﻴﺸﺮﻓﺖ ﺑﺮﻧﺎﻣﻪﻫﺎ ﮔﺎﻡ ﺑﺮﺩﺍﺭﺩ ﻭ ﻳﺎ ﺑﻬﺒﻮﺩ‬ ‫ﻣﻬﺎﺭﺗﻬﺎ ﺍﺯ ﻃﺮﻳﻖ ﺁﻣﻮﺯﺵ ﺩﺭ ﻣﻘﺎﻡ ﺩﻭﻡ ﻗﺮﺍﺭ ﺩﺍﺭﺩ ﻛﻪ ﺍﻳﻦ ﻋﺎﻣﻞ ﻫﻢ ﻧﻘﺶ ﻣﻔﻴﺪﻱ‬ ‫ﺭﺍ ﺩﺭ‪ HRD‬ﺑﺎﺯﻯ ﻣﻲﻛﻨﺪ ﺯﻳﺮﺍ ﻳﻜﻲ ﺍﺯ ﻣﺸﺨﺼﺎﺕ ﻛﺴﻲ ﻛﻪ ﺩﺭ ﻭﺍﺣﺪ ﺗﻌﻤﻴﺮﺍﺕ‬ ‫ﻭ ﻧﮕﻬﺪﺍﺭﻱ ﻓﻌﺎﻟﻴﺖ ﻣﻲﻛﻨﺪ ﺩﺍﺷﺘﻦ ﻣﻬﺎﺭﺕ ﺍﺳﺖ‪ .‬ﺣﺎﻝ ﺍﮔﺮ ﺍﻳﻦ ﻣﻬﺎﺭﺗﻬﺎ ﺍﺯ ﻃﺮﻳﻖ‬ ‫ﺁﻣﻮﺯﺵ ﺷﻜﻮﻓﺎ ﺷﻮﻧﺪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﻣﻔﻴﺪﺗﺮ ﻭﺍﻗﻊ ﺷﻮﻧﺪ‪ .‬ﺑﺎ ﻣﻘﺎﻳﺴﻪ ﺑﻴﻦ ﻋﻮﺍﻣﻞ ﺑﻬﺒﻮﺩ‬ ‫ﻣﻬﺎﺭﺗﻬﺎ ﻭ ﺍﺭﺗﻘﺎﻯ ﺳﻄﺢ ﻋﻠﻤﻲ ﺍﺯ ﻃﺮﻳﻖ ﺁﻣﻮﺯﺵ ﻣﻲﺑﻴﻨﻴﻢ ﻛﻪ ﺑﻬﺒﻮﺩ ﻣﻬﺎﺭﺗﻬﺎ ﺍﻣﺘﻴﺎﺯ‬ ‫ﺑﻴﺸﺘﺮﻱ ﺩﺍﺭﺩ ﻭ ﻧﺴﺒﺖ ﺑﻪ ﺍﺭﺗﻘﺎﻯ ﺳﻄﺢ ﻋﻠﻤﻲ ﺩﺭ ﺍﻭﻟﻮﻳﺖ ﻗﺮﺍﺭ ﺩﺍﺭﺩ‪ .‬ﺍﺯ ﺍﻳﻨﺠﺎ ﻳﻚ‬ ‫ﻧﺘﻴﺠﻪ ﻣﻬﻢ ﺑﻪ ﺩﺳﺖ ﻣﻲﺁﻳﺪ ﻭ ﺁﻥ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﺍﻳﻦ ﻛﻪ ﺩﺍﺷﺘﻦ ﻣﻬﺎﺭﺕ‪ ،‬ﺑﻴﺸﺘﺮ ﺍﺯ‬ ‫ﺩﺍﺷﺘﻦ ﺩﺍﻧﺶ ﺍﺳﺖ؛ ﻳﻌﻨﻲ ﮔﺎﻫﻲ ﺍﻭﻗﺎﺕ ﻻﺯﻡ ﺍﺳﺖ ﺍﺯ ﻓﺮﺩﻱ ﻛﻪ ﻣﻬﺎﺭﺕ ﺑﻴﺸﺘﺮﻱ ﺩﺍﺭﺩ‬ ‫ﺑﻪ ﺟﺎﻱ ﻓﺮﺩﻱ ﻛﻪ ﺑﺎﺭ ﻋﻠﻤﻲ ﺩﺍﺭﺩ ﻭﻟﻲ ﻣﻬﺎﺭﺕ ﻧﺪﺍﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻛﺮﺩ‪ .‬ﺍﻣﻴﺪ ﺍﺳﺖ ﺑﺎ ﺗﺠﺰﻳﻪ‬ ‫ﻭ ﺗﺤﻠﻴﻞ ﺳﺎﻳﺮ ﺩﺍﺩﻩﻫﺎ ﺑﻪ ﻧﺘﺎﻳﺞ ﺑﻬﺘﺮﻱ ﺑﺮﺳﻴﻢ‪.‬‬

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