Title: Evaluating the influence of error management culture factors on human resources productivity and strategic human capital - the case of Mobarakeh Steel Company
Authors: Ali Sheikhaboumasoudi; Ali Nasr Isfahani; Ali Shaemi Barzoki
Addresses: Department of Management, University of Isfahan, Hezarjarib St., 81746-73441, Isfahan, Iran ' Department of Management, University of Isfahan, Hezarjarib St., 81746-73441, Isfahan, Iran ' Department of Management, University of Isfahan, Hezarjarib St., 81746-73441, Isfahan, Iran
Abstract: The main aim of this study is to determine factors influencing the error management culture and investigating the impact of such factors on the development of strategic human capital and human resources productivity. Mobarakeh Steel Company has been selected as the case study and mixed (qualitative-quantitative) method has been applied for data analysis. In the qualitative and quantitative analyses, 25 executive managers and 153 experienced employees have been selected, respectively. The influencing factors as prerequisites for effective management of error in the organisation's culture were determined as changing the attitude and belief of management toward error, paying attention to all dimensions of error management, balanced learning in all departments of the company, integrated actions for establishing an error management culture and a fundamental development in the human resources system of the company. Findings indicate that the managers focused on the importance and stronger support of the importance of the main factors affecting the error management culture. Also, a platform was created for the development of strategic human capital with a learning-from-errors approach and encouraging the organisation to improve human resource productivity.
Keywords: error; learning from error; error management culture; strategic human capital; human resource productivity.
International Journal of Innovation and Learning, 2019 Vol.25 No.3, pp.267 - 284
Available online: 15 Feb 2019 *Full-text access for editors Access for subscribers Purchase this article Comment on this article