Investigating Human Resource Empowerment Strategy at the Secretariat of Meshrano Jirga of the National Assembly of the Islamic Republic of Afghanistan

Authors

  • Mohammad Javadi the student of business management, Payame Noor University of Afghanistan
  • Amini Mohammad Taghi Amini Mohammad Taghi

DOI:

https://doi.org/10.20397/2177-6652/2020.v20i1.1642

Keywords:

human resources empowerment strategy, Meshrano Jirga Secretariat of the National Assembly of the Islamic Republi

Abstract

Manpower is the most important capital of organizations. If this capital is of a desirable or higher quality, the likelihood of success, survival and promotion of the organization will increase. Thus, in order to improve the quality of human resources, there must be a lot of effort, because it is in the interests of the organization and its staff. The purpose of this research is to examine the human resources empowerment strategy in the Secretariat of the Meshrano Jirga of the National Council of the Islamic Republic of Afghanistan. Due to the nature of the research and the subject matter in the present research and according to the research objectives, the statistical population in this research includes all staff of the General Directorate, who are technically in charge of achieving the desired goals. According to the sample size formula, the sample size is 169 people. Thus, 169 questionnaires were distributed among the sample. The information obtained from them was analyzed by SPSS software. After analyzing the data, it was concluded that the human resources empowerment strategy in the Secretariat of the Meshrano Jirga of the National Assembly of the Islamic Republic of Keywords: Human Resources Empowerment Strategy, Meshrano Jirga Secretariat at the National Assembly of the Islamic Republic of Afghanistan, Meaningfulness, Competency, Autonomy, Effectiveness and Confidence.

Author Biography

Mohammad Javadi, the student of business management, Payame Noor University of Afghanistan

the student of business management, Payame Noor University of Afghanistan

References

Allen, D. G., Shore, L. M., & Griffeth, R. W. (2014).The role of perceived organizational support and supportive human resource practices in the turnover process. Journal of Management, 29, 99-118.

Arnold, H.J., & Feldman, D.C. (2012). A multivariate analysis of determinants of job turnover. Journal of Applied Psychology, 67, 350-360.

Castro,C.B.,Armario,E.M., and Ruiz,D.M.(2014)," The influence of employee organizational citizenship behavior on customer loyalty", International Journal Of Service Industry Management,Vol.15,No.1,pg.27.

Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P. D., & Rhoades, L. (2001). Reciprocation of perceived organizational support. Journal of Applied Psychology, 86, 42-51.

Eisenberger, R., Fasolo, P., & Davis-LaMastro. (2013). Perceived organizational support and employee diligence, commitment, and innovation. Journal of Applied Psychology, 75, 51-59.

Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (2012). Perceived organizational support. Journal of Applied Psychology,75, 51-59.

Eisenberger, R., Stinglhamer, F., Vandenberghe, C., Sucharski, I., & Rhoades, L. (2002). Perceived supervisor support: Contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87, 565-573.

Etzioni,A. (2011). A comparative analysis of complex organizations. New York: Free Press.

Downloads

Additional Files

Published

2020-11-24

How to Cite

Javadi, M., & Mohammad Taghi, A. (2020). Investigating Human Resource Empowerment Strategy at the Secretariat of Meshrano Jirga of the National Assembly of the Islamic Republic of Afghanistan. Journal of Management & Technology, 20(4), 245–267. https://doi.org/10.20397/2177-6652/2020.v20i1.1642

Issue

Vol. 20 No. 4 (2020): Outubro/Dezembro

Section

ARTIGO

License

Copyright (c) 2020 Journal of Management & Technology

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

Authors who publish with this journal agree to the following terms: • 1. The author(s) authorize the publication of the article in the journal. • 2. The author(s) ensure that the contribution is original and unpublished and is not being evaluated in other journal(s). • 3. The journal is not responsible for the opinions, ideas and concepts expressed in the texts because they are the sole responsibility of the author(s). • 4. The publishers reserve the right to make adjustments and textual adaptation to the norms of APA. • 5. Authors retain copyright and grant the journal right of first publication, with the work [SPECIFY PERIOD OF TIME] after publication simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal. • 6. Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal. • 7. Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access) at http://opcit.eprints.org/oacitation-biblio.html