مدیران غیربومی در خراسان جنوبی: بررسی پیامدها بر توسعه ی اجتماعی محلی و مدیریت سرمایه ی انسانی

انتخاب مدیران بر مبنای شایستگی، همواره یکی از مهم ترین دغدغه‌های تصمیم‌گیران و سیاست‌گذاران سازمانی در بخش دولتی و ارائه‌ی خدمات عمومی است. خراسان جنوبی با توجه به سرمایه‏های انسانی غنی همواره در بخش مدیران ارشد استانی از داشتن مدیران بومی محروم بوده است. این مهم در بسیاری از مواقع باعث واپس‏ماندگی استان از توسعه شده است. پژوهش حاضر به بررسی پیامدهای انتصاب مدیران غیربومی بر توسعه‌ی اجتماعی محلی و مدیریت سرمایه‌ی انسانی استان خراسان جنوبی پرداخته است. این پژوهش به روش کیفی انجام شده است. سوالات پژوهش به صورت باز طراحی و از طریق مصاحبه‌ی عمقی با 20 نفر از صاحب‌نظران و مدیران فعلی و اسبق استان در مورد انتصاب و اهمیت مدیر بومی و یا غیربومی نظرخواهی شد. سپس با روش تحلیل مضمون؛ انتخاب بر اساس وابستگی حزبی و سیاسی، فقدان شایستگی‌های شخصیتی، بها ندادن به کارشناسان بومی و نظرات کارشناسی، عدم پایبندی به برنامه‌های توسعه استان، تصمیم‌گیری بر مبنای سلایق شخصی، ایجاد و القای حس خود تحقیری در بین مردم استان از مهم‌ترین کلید واژه‌ها در باب انتصاب مدیران غیر بومی به دست آمد. ایجاد بانک اطلاعاتی از مدیران بومی کارآمد و متخصص، تبلیغ فعالیت‌های عالی و کارامدی مدیران بومی از جمله پیشنهادات، جهت انتخاب سمت مدیریتی از سوی مصاحبه‌شوندگان عنوان گردید.

non-local managers in south khorasan: examining the impacts on local social development and human capital management

introduction management is the most key factor in the life, growth, and flourishing or destruction of organizations. also, organizations are one of the essential social foundations in today’s society. the manager guides the process of transitioning from the current state to the desired state and is constantly striving to create a better future (rashid farokhi, 2008, p. 58). the negative effects of appointing non-local managers over the past decade in south khorasan have been seen as one of the factors affecting the region’s underdevelopment. although local and non-local managers have engaged in many successful and unsuccessful experiences, local managers have performed better under comparable conditions. south khorasan has been the birthplace, growth, and flourishing ground for various scientific, literary, and executive individuals and has always been ahead in providing human resources for neighboring provinces. the successful experiences of local managers, the increasing number of non-local managers in the province, the slow pace of development, and the potential role of non-local managers are logical reasons for conducting this research. the current reality in various private and public organizations indicates that managing these organizations has become increasingly challenging (babaie, 2008). in management, the term competence means “personal and organizational characteristics based on skills, knowledge, and the abilities that empower a person to perform the tasks assigned to them.” when competency criteria are established, the selection of managers is carried out based on these criteria (ghasemi et al., 2014, p. 25). the present article answers this question:how does the appointment of non-local managers in south khorasan affect local social development? methodology the research method employed in this study is qualitative, utilizing thematic analysis. to ensure the validity of the research, all interviewees were observed and given opportunities to provide feedback throughout the process, in line with the principles outlined by krusel and miller (2000). participants shared their opinions on any changes or modifications made to the coding. the study also employed techniques such as constant data comparison, note-taking, and ongoing analysis during data collection. once the codes were extracted, a member check was conducted by randomly selecting six individuals from the research population to evaluate whether the codes aligned with their perspectives. after the interviews, the extracted codes were sent to the interviewees via email or delivered in person, as agreed upon beforehand, allowing them to review and reinterpret the data. to further enhance the validity of these codes, they were randomly sent to other interviewees over 20 to 30 days to gather additional feedback. for the analysis, interviews that were recorded or handwritten were transcribed into word files, and the coding was carried out using maxqda software. coding plays a crucial role in helping the researcher address key research questions, and it is performed in three stages: open, axial, and selective coding, with open coding being the most fundamental. according to mansourian (2014), at this stage, codes should be generated without any constraints. findingsthe findings suggest that local managers are well-equipped to address development challenges due to their deep understanding of the province’s issues, a more profound connection to the community and geography, genuine concern for the well-being of local residents, and their ability to foster regional synergy and collaboration.