Document Type : Original Article
Authors
1 PhD in Human Resource Management, University of Tehran
2 Assistant Professor of Management, University of Tehran
3 PHD in Management, Islamic Azad University
Abstract
1- INTRODUCTION
One of the most important concerns of developing countries is the change in the form of products and services. due to the increasing facilities, communication, and innovation in the environment around organizations, these communities have been persuaded to act more intelligently in human resource process engineering (including selection and employment, appointment, career planning, etc.) than in the past. considering the great importance and at the same time keeping silent about the phenomenon of job demotion in organizations, this study seeks to provide different models in this field and summarize them in order to identify the dimensions, predictors, and outcomes of job demotion. in this way, organizations will be able to plan in more detail to achieve their excellent goals, which also leads to employee excellence.
2- THEORETICAL FRAMEWORK
Job demotion includes various concepts, the most important and clear definition of which is going back or moving downward. in an organizational context, it means an employee's movement to a less important position. job demotion has different dimensions such as salary reduction. Job demotion factors are at macro, intermediate, and micro levels. macroeconomic recession leads to reorganization or devaluation of the organization. Employers are forced to move back to work to maintain the experience and knowledge of employees in order to recover from the economic downturn. Mergers, reorganizations, and redundancies are among the measures that can be taken at the intermediate level to implement job rotation.
3- METHODOLOGY
The present study has a qualitative approach accomplished using a hybrid strategy. hypertext is one type of meta-study. Meta-synthesis approach is a qualitative strategy to examine the information and findings extracted from other qualitative studies related to the same subject. Therefore, the sample for meta-synthesis consists of selected qualitative studies based on their relevance to the research question.
4- RESULTS & DISCUSSION
In this study, the job demotion phenomenon and its determinants were investigated to make them more clear in the organization context. after reviewing 32 related studies, in regard to job demotion factors, four categories, 18 concepts, and 53 codes were identified. the identified categories are titled individual, organizational, intermediate, and environmental. in regard to its dimensions, five categories, 10 concepts, and 53 codes were extracted. the identified categories are titled organizational hierarchy reduction, organizational authority reduction, job content weakness, work path dismissal, and compensation weakness.
5- CONCLUSIONS & SUGGESTIONS
Management of any phenomenon requires correct knowledge and understanding of that phenomenon. thus, after reviewing the literature, we concluded that job demotion is a complex and multifaceted phenomenon. no systematic effort has been done regarding this forgotten process in organizations, and accordingly, it has not been well recognized for many years. therefore, it is necessary to consider the outcomes of job demotion. Job demotion, if it is desired by employees, has few positive outcomes for the organization and its employees. instead, if job loss is desired by the organization and employees do not interfere, it will have many negative consequences for both the organization and employees. thus, it is important to act intelligently in the field of career path, appointment, and promotion. Career promotion may create satisfaction and motivation in a limited period of time, and if the adopted policy for an employee is not appropriate and timely, it will go back after a while. in the long term, it may cause job depression, improper performance, absence and delay, dissatisfaction and lack of motivation, etc.
In order to facilitate the mental condition of the employees, the organizations should provide the possibility of organizational or extra-organizational movement in order to release the person from the previous stressful atmosphere. employees and their attitudes towards the organization's processes, missions, and goals should be strengthened because it is suspected that being oppressed by the organization may lead to treacherous behaviors by victims. reducing burnout for employees due to relieving themselves of the burden of responsibility and the large volume of tasks assigned, maybe a positive burden for employees who voluntarily choose job demotion. this is a sign for organizations to constantly monitor employees. employees should not be left with heavy responsibilities because after a while they will suffer from this organizational complication. in some cases, employees lose the motivation and mobility to play the assigned role and become the source of the virus of despair and hopelessness in the organization. Accordingly, it is recommended the options of parallel relocation or even degradation. one type of determinant of this phenomenon is disciplinary factors. It is recommended that the choice of job demotion be the last resort in decision making. structural or formal processes like horizontalizing the structure or downsizing are other factors for the occurrence of job demotion. therefore, it is suggested that virtual structures be designed and used effectively and continuously in the organization. Another factor is the weak social capital that forces the employees to build trusted, positive, and useful communication to prevent job demotion. due to the economic conditions prevailing in organizations, the organizations should try to keep employees away from economic shocks. They should seek to create horizontal structures by doing so job losses will be reduced.
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