APJEM Arth Prabandh: A Journal of Economics and Management Vol. 3 Issue 9 September 2014, ISSN 2278-0629, pp. 121-135 Pinnacle Research Journals 121 http://www.prj.co.in Monitoring Human Recources through People-Capability Maturity Model (P- Cmm) in Ansar Bank Zahra Vazifeh*, Bahram Tayerani Darbandi**, Fazlollah Khamari*** *Assistant Professor, Department of economic and management, Public Management branch, Sistan & Baluchestan University, Zaheadn, Iran **Co-Author MA Student, Department of economic and management, Public Management branch, Sistan & Baluchestan University, Zaheadn, Iran ***MA Student, Department of economic and management, Public Management branch, Sistan & Baluchestan University, Zaheadn, Iran Abstract Many consequences from researches about importance and role of human resource in organizations’ improvement and growth and somehow in development of human societies emphasize on this point that no society has not developed unless it has paid attention to the development or human capital. Meanwhile, banks and knowledge based financial institutes are easily able to take advantage of current opportunities using different models of maturity of human resource in order to achieve competitive advantages to survive and face with variable condition of e-payments market. One of appropriate models in this field is People-Capability maturity model (P-CMM) which has been designed to increase human force capabilities. This model helps organizations to identify maturity of its human forces; creates a continuous program to develop human resource and prioritize more important performances. Current study is cross-descriptive research and in terms of research methodology, it is applied research. Statistical population includes employees of Ansar bank in Zahedan city who are almost 42 persons. Due to limitation of statistical population, all of statistical population was chosen as sample. The main means to collect data is questionnaire. Banks and financial institutes are able to identify maturity of human resource and determine their critical issues using People-Capability maturity model (P-CMM). Keywords: People-Capability maturity model (P-CMM), Organizational Maturity, Bank, Human resource _____________________________________________________________________
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APJEM
Arth Prabandh: A Journal of Economics and Management
Vol. 3 Issue 9 September 2014, ISSN 2278-0629, pp. 121-135
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Monitoring Human Recources through People-Capability Maturity Model (P-
Training and Development 2.90840 .000 130 10.435 23.9084 131
Compensation -1.43511 .000 130 -8.846 19.5649 131
Due to observations from table 1, the value of t statistic is 9.912, 12.972, 17.303, 9.596, 8.103
and -5.334 for 1, 2, 3, 4, 5, and 6, respectively. Freedom degree is equal to 37 and significance
level is 0.000. Since, significance level of the test is less than 0.0, so H0 is rejected. Therefore,
with 99 percent confidence it can be claimed that in viewpoint of Ansar bank employees in
Zahedan, there is a significant difference between current and expected situations of staffing
system, coordination and communication, work environment, performance management,
education and development and compensation. Due to this issue that the mean of variables of
staffing, coordination and communication, work environment, performance management,
education and development is more than expected value (21), therefore these variables are in
desirable level, but due to this issue that the mean of compensation is less than expected value
(21), so this variable is not in desirable level. Therefore, all of research hypotheses were verified,
but in terms of desirability, all of variables except compensation were desirable and among
desirable variables, the highest mean is relevant to coordination and communication and the least
mean is education and development variable.
Friedman test
To rank various variables existed in the second level of P-CMM, Friedman test was used.
Friedman test prioritizes variables using output of descriptive statistics including scores mean.
So as the lower the variables’ mean is, the more important they are and they have better rank. As
it is seen in table 3, the value of chi-square statistic is 2 and freedom degree is 5 and also
significance level is equal to 0 which shows H0 is rejected. Based on outputs in table 3, we came
to the final conclusion that each of variables of the second level of P-CMM in viewpoint of
Ansar Bank employees has different ranks.
According to table to table2, the work environment variable has the highest rank and
compensation variable has the least rank.
APJEM
Arth Prabandh: A Journal of Economics and Management
Vol. 3 Issue 9 September 2014, ISSN 2278-0629, pp. 121-135
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Table 3. Freidman Test
N 131 Chi-square 358.890 df 5 Asymp. Sig. .000
Conclusion and Suggestions
In this paper, we firstly referred to the organizational maturity and its goals. Then People-
Capability maturity model (P-CMM) was detailed. At the end, the maturity level of employees in Ansar Bank in Zahedan was measured. Conducted studies show that Ansar Banks in Zahedan
city still hasn’t completely covered second level variables of P-CMM and are in this level. In this
study, it was determined that compensation variable is in undesirable level and also education
and development variable has the least desirability. According to the obtained results, it was
determined that Ansar Banks in Zahedan city haven’t paid require attention to the lower levels of
human needs such as compensation and education and development. Subsequently, people
capabilities were ignored and haven’t considered actions on the agenda which fostering them can
cause establishing competency based organization. To reach this purpose, suggestions as
following are presented:
1. Due to this issue that P-CMM has had evolution trend and the lower levels are the
context for upper levels, it is necessary for organizations to initially take an action
in order to implement processes which provide appropriate contexts.
2. To reach competitive advantage, organizations have to align HR strategies with
business objectives.
3. In compensation dimension, following suggestions are considered as organizations’
guidelines:
1) Decision making about person's salary and benefits packages are put in contact with him.
2) Modification about salary and benefits is done based on person’s success in achieving
performance goals.
3) Practices to modify or eliminate inequity in compensation or other deviation form the
plan, strategy and guidelines of organization are done.
4) Compensation package of each person is determined based on documented procedures
that comply with the strategy plan and policy of compensation.
Table 2. Prioritze Second-Level Varibles Model
Variables Mean Rank Rank
Work environment 4.58 1 Communication and coordination 4.54 2 Staffing 4.32 3 Performance Management 3.78 4 Training and Development 2.60 5 Compensation 1.18 6
APJEM
Arth Prabandh: A Journal of Economics and Management
Vol. 3 Issue 9 September 2014, ISSN 2278-0629, pp. 121-135
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4. In the dimension of development and education, following suggestions are
considered in organization’s policies:
1) Education is done based on comprehensible educational plan.
2) Issues relevant to improvement shall be periodically done with each person and
required knowledge and skills are identified to promote current and future
performance.
3) Improvement opportunities relevant to each person’s support in implementation his
personal improvement objectives are provided.
5. The most important discussed issue is the executive belief in promotion HR
capabilities. In this context, executive can consider following alternatives in
organization’s policy: A) Responsibility to manage and develop people by people
managers. B) Develop job force competencies and workgroups. C) Empower and
integrate job force competencies and quantitative performance management.
6. To implement this model, it is necessary to determine person or persons to program
and control affairs.
7. In order to perform processes continuously, comprehensibly and effectively, it is
needed to institutionalize them correctly.
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APJEM
Arth Prabandh: A Journal of Economics and Management
Vol. 3 Issue 9 September 2014, ISSN 2278-0629, pp. 121-135
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