The Role of Human Resources in the Development of Industrial Infrastructure (Case Study The Leather Industry)

The Role of Human Resources in the Development of Industrial Infrastructure (Case Study: The Leather Industry)
1) Dr. Nasser Fegh-hi Farahmand
Department of Industrial Management, Tabriz Branch, Islamic Azad University, Tabriz, Iran
E-mail:farahmand@iaut.ac.ir

2) Dr. Mohammad Dabbaghi Sadr
D.B.A. Strategic Management, Tabriz, Iran
Managing Director of Sadra Tannery
E-mail: mdsadr@yahoo.com

Abstract
The main and most crucial asset of any organization is its human resources. The quality and capability of human resources, is the most important factor in the survival and viability of the organization. Competent workforce creates competent organizations. A competent organization is an environment in which employees cooperate with each other in different groups of activities. Overview of the status of human resources in the leather industry reveals that illiterate employees are most, and literate ones mostly have middle school diplomas and a very small percent have high school diplomas, indicating a very dangerous situation of human resources in Leather industry and indicates the necessity of revisions and changes in the structure of human resources in the organization. In the current situation, according to a new look to modern management and improvement of its situation to the real position, the sensitivity of this matter has become more. The aim of this study is to determine the components of infrastructure development of leather industry and to formulate an appropriate model for the development of infrastructures of Tabriz leather industry. Research questions include what are the components of development model of good infrastructures of leather industry? And based on mentioned components what model can be provided for development of good infrastructures of leather industry? The research was descriptive - survey. Research sampling, is systematic random sampling. In this study, 120 questionnaires were used for analysis. Research Methods, are library and field studies. Research data collection instruments include, internet, all international database of articles, interviews, and the final step is questionnaire. Based on the results of studying a series of articles, related theories, and interviews, and components and related indicators, parameters and variables of research are formulated.
Keywords: Human resource, development, infrastructure, leather industry

Introduction
Certainly, human resources, in all the centuries, have been considered as the most important factor of development, and always have been proposed as the engine of development. In the present era, that human has achieved great advances in science and technology, despite the technology's role in the economic and industrial development, not only the importance of human resources is not diminished, but also paying attention to the issue of human resources, as creator and employer of technology has become increasingly necessary. Human force is one of the most important elements of organizational development and realization of long-term and short-term goals of any institution and organization. Strategic management, in process development programs, considers human resource development to include two components: the selection and growth. In the first component, the human resources required are identified and in the second component, these resources accustom their task, and are properly equipped to do it correctly, so that they can work in the environment with changing conditions. In the process of human resources development, these two components must simultaneously be organized. The most important element of any system is human force, who can lead the country towards developmental goals. Proper use of human force has always been considered by governments, as the most valuable and the greatest wealth of any society, as an important issue, in other words, it can be said that, humans is considered as both the goal of development and its operator and the realization of development goals, to a considerable extent, depends on how to run and manage these vital sources and wealth. Before beginning the process of the development of human resources, understanding about organization tasks and expertise required to perform these tasks is essential. To achieve this important matter, human resource planning, is serious need of any organization. In human force planning, the first step is to understand the present status, bottlenecks and problems. Human force problem in the leather industry must be considered as the most important and fundamental problem and lack of skilled and efficient human force in productive activities, in comparison with the needs of the various activities is a serious bottleneck in production and development of human resources should be emphasized as strategic policy.
The role of human resources in the development of industrial infrastructure of the leather industry
Human force problem in the leather industry must be considered as the most important and fundamental problem, and among insufficiencies and bottlenecks of comprehensive plans in implementation, failures and managerial, organizational and human force bottlenecks exist in the leather industry, and include weakness of manufacturing units in various aspects of employment, organizational, managerial and deficiency of laws in these cases, lack of qualified staff in leather production, being inexperienced personnel, the inability to attract experts in leather production due to the limitations in the organizational chart and the low level of wages, restrictions of the country’s employment law on the payment of adequate salaries and benefits to staff and thus low uptake of existing forces by the private sector, lack of creating executive authorities in leather relevant organizations. Human force planning in the leather industry at macro level demands that by systematic collection of information, analysis of situations and supply and demand processes of human force and understanding different ways, the actual number of people needed for various businesses can be acquired and at micro and local level, by analysis of past and present human force condition, to determine the ways in which required human resources are defined and adopted in the appropriate time and place.
The study is a fundamental research as well as applied and since the purpose of research is to collect description and analyze and provide a model, research method is descriptive - survey. In every statistical analysis, the set of required elements is called community. In other words, the community is the set of all possible observations that can be obtained by repeating a test (Amidi, 1390). The population of this study is all the leather factories and production units of eastern Azerbaijan province and respondents are top managers of leather factories and production units of eastern Azerbaijan province. Collecting information from a part of the community is called sampling. (Amidi, 1390)
Research sampling method is systematic random sampling. Because the list of all production units in the leather industry was available, this method is used. To determine the sample size, the Cochran formula is used. Statistical sample size was achieved 169 persons, and for facilitating, questionnaires were sent to 170 factories, that 140 factories answered the questionnaire and 20 answered questionnaires were unusable since they were incomplete. In this study, 120 questionnaires were used.
In this research, qualitative and quantitative methods have been used that in the first step, qualitative method is used for finding the effective and key variables and factors in industry development and in the second step, quantitative method is used in order to prove that selected factors and variables have reliability and validity and are properly chosen and used. Also, in the second step, the effect of each variable in the leather industry (impact coefficients) was identified. Research Method is library and field studies. Research data collection instruments include, internet, all international database of articles, interviews, and the final step is questionnaire. In the library method, all theses, internal management papers, professional leather industry essays, and also article of databases such as Emerald and Science Direct were used.
Research findings
This research seeks to develop infrastructures of Tabriz leather industry and to provide guidelines for this development. In this paper, for data collection in relation to the development of leather industry infrastructures, a questionnaire consisting of two sections, is designed, the first part contains questions in relation to demographic characteristics of respondents and the second part after reviewing existing and previous literature and using interviews conducted, 179 cases were considered as the factors influencing the development and improvement of the leather industry, which were divided into seven groups, and were examined in seven option Likert scale, including internal human resources, external human resources, advocacy and support, rules, technology, business dealings and innovation.
In this section statistical data first examines demographic variables of research (age, education, etc.). The second section includes descriptive statistics of survey questionnaire, and the third section analytical statistics of the study are proposed. In the present study, to examine the normality of the variables and to determine the appropriate type of test to analyze data, Kolmogorov-Smirnovis test is used, that results show that all variables are normal. To test the presented model and to find a suitable model for the study, multivariate regression is used. Mean comparison tests and analysis of variance for the effect of demographic variables, in response to questions related to research hypotheses are used. In order to determine the gender of sample accurately, one of the questions in the questionnaire is related to this component.
As can be seen in Table 1, 118 persons (98.34 percent) of the survey sample were men and 2 persons (1.66 percent) were women, and suggest that, in the leather industry of Iran, a very small number of women staff are working in this industry also this reflects the fact that, in this industry, unfortunately, female employees are not used. This could be due to the type of culture, or lack of training for women in this industry. Compared with the leading countries in the leather industry, mostly in the final stages of leather production, women employees are used (color stamping, sorting and packaging) that have important effects on the quality of the leather. Unfortunately, in the leather industry, the women are used least. Table 1.

As it could be seen in the table, 118 (98/34 percent) of the statistical samples are man and 2 (1/66 percent) are woman and it shows that there are low number of women who work in leather organization. It shows that unfortunately this organization do not employ woman. It could be related to culture or lack of education in this regard. In comparison with developed countries, mostly women work in the final stages of production (painting, sorting and packing) that influences the quality of the leather. Unfortunately women are not used as work force in this field.
From educational standpoint, the statistical samples are classified to 5 groups. The following table shows their education level as Table 2.

As it could be seen in the table, around 20.84 percent of the population (25) are uneducated or less than high school diploma, 37.5 percent (45) high school diploma, 16.67 percent (20) associate course, 15.48 percent (19) B.Sc, 6.66 percent (8) M.Sc and 2.5 percent (3) PhD. Most of the research population was of high school diploma education level.
Considering the work experience, the statistical sample were classified in 6 group, table 4 shows their level of experience as Table 3.

As it could be observed from the table, 120 of the statistical sample around 25 percent (30) have under 1-3 years of experience, 25 percent (30) 4-7 years, 12.5 percent (15) experience of 8-10 years, 14.16 percent (17) experience of 11-15 years, 15 percent (18) 16-20 years and 8.33 percent (10) have more than 20 years of experience.
Considering the age of the sample, they could be classified in 6 groups that table 5 shows their condition as Table 4.

According to the information inserted in table, 12.5 percent (15) are 20-30, 16.67 percent (20) are 30-40, 22.5 percent (27) are 40-50, 31.67 percent (38) are 50-60, and 12.5 percent (15) are between 60 to 70 years old. The rest were unanswered. The number of personnel in each production unit is as Table 5.

Most of the companies in leather organization have less than 20 workers that show the smallness of these units. According to previous studies, in developed countries there are more than 50 workers in factories of this field (WTO. 2010). After analyses, interviews and considering the records of the research, the suggested model of the researcher are as follows:
According to the gathered information through library studies and interview with experts of the field, the influential elements on leather organization were recognized and since after data collection through tests first elements were in acceptable condition, an analysis was carried out. Table 9 shows that the suggested model is valid for development of the leather organization. Table 7 shows that R2 is 0.989 and it shows that independent variables in the model form 98.9 percent of the variable changes in leather organization. Considering the available scales this model is acceptable. Considering ANOVAs table, α of the table is 0.000 and F of the table is 648.128 that show its acceptance as Table 6.

Conclusion

Management is the most important factor in survival, growth, and development of organizations. Achieving sustainable productivity, creativity, and proper quality of life depends on human resource management and efficient, effective, intelligent and committed human resource. Since human resource is considered as the most valuable production factor, most important asset, main source of competitive advantage, and creator of essential capabilities of each organization, one of the most effective ways to achieve competitive advantage in the current conditions, is to make organizations’ employees more efficient. What is important in the development of human resources is that improving human resources is achieved not only through technical and professional training, but also the development of employees’ training should be in various ways, and this will not be possible except application of strategic programs in the territory of human resource management.
Consistency in the development programs of human resources requires the development programs of empowering employees, that human resource management plays an important role in consolidating and integrating these programs to provide a suitable model for empowering employees. Personnel Management is an area that has a history as old as the total management area, but naturally has changed and evolved. The turning point of this change and evolution is where instead of personnel management, human resource management is discussed. Human resource management, in addition to having personnel management principles and concepts, considers new and more general approaches in the management of human resources.
If the policies and procedures of the organization employees match each other and contribute substantially to the achievement of organizational goals and strategic plans, having access to organization's success is more likely. Overall culture and values, organizational conditions and managerial behavior from which culture stems, have a great influence on achieving desired excellence. Such a culture is required to be managed, which means that a continuous effort must be done to achieve the reception and implementation of them. Integration requires continuous effort. Integration means that, all members of the organization work together with a sense of common purpose.
Recommendations
In today's competitive world, one of the most important tools for the evolution and survival of the organization and to achieve desired goals and objectives is the human element. In the meantime, what realizes the evolution issue and also ensures the survival of the organization, is human resources. Organizational success, depends on an effective mixture of money, materials, machines and human resources to achieve short-term and long-term goals, and due to complexity, variety and uniqueness of organizations, many fields of expertise are developed, to maximize the potential benefits of each one of the components.
In fact, if we lack creative, expert, opportunist people in the organization, we will lose many opportunities and situations. To achieve the goal of globalization, or even staying at this level, breeding and replacement of new forces, in order to continue the growth and progress is essential, and the future of the industry belongs to who the plan and aim for it. This is how changes in organizational structure and human resources is inevitable, and management scientists believe that change and evolution in human resources is the root of all organizational success. Obviously, if there is no change in human resource management, the industry is certainly doomed to die.
So planning in the regard of human resource development and designing programs for empowerment of human resources is one of the essential strategies to achieve sustainable development and globalization, that human resource managers, play an important role in it. The structure and method of research, based on appropriate methods of research questions was designed and research model was presented. In this section, the relationship between the infrastructure of leather industry and performance of organizations were fully understood. Survey instrument, which was obtained after the interview, was confirmed, and was sent to the sample. After collecting data and grouping, analysis was performed and according to the results obtained and summarizing the results of the data analysis, we offer suggestions. Proposed model is for the development of leather infrastructure, using components extracted from the theoretical principles and experimental background and components that are included in the questionnaire.
The first proposed model of appropriate infrastructure development of leather industry is in Iran and therefore is not comparable (due to lack of other models) with other models. Considering the effective role of human resources in the development of the leather industry, the presence of the experienced teachers with modern science in the leather industry, and professionally trained workers, mutual commitment of employers and employees and enhancing managers’ level of literacy in manufacturing units and scientific knowledge of officials in office that are associated with the leather industry, and the essential support that they make, can make the way smoother for infrastructure development of the leather industry.
Traditional nature of leather industry, is one the reducing agents in the development of the leather industry in East Azarbaijan, meaning that lack of appropriate update technology, enjoying the very least experience of the scientific world, the absence of the R & D and equipped laboratories in production units, lack of attention to standards for raw skin from the slaughter to the sunburn, the necessary standards for chemical raw materials used in the tanning and factors related to them, caused the leather industry not to develop. Organizations to grow and develop their human resources are forced to use new efficient methods of management, because both they benefit from the development process and also has many positive impacts of the organization's workforce.
One of the primary objectives of human resource management is creating and providing an environment through which, potentials of employees are discovered and flourished and their commitment to the organization increases. This potential, not only is related to their ability to learn and apply new knowledge and skills, but also includes valuable ideas and opinions about the organization. In the concept of development and training of human resource, the goal is to develop skills that a person can prepare himself to obtain higher employment and heavier responsibilities. Therefore, educational programs of human resource development are to grow persons without current or future organizational business relationship.
This does not mean that the result of the educational programs of development are useless in current or future businesses of the organization employees, but the programs are designed and in a word, the goal of educational programs of development is to hold organization alive and persistent that adaptation process and change of practices and policies of the organization, are easily done.
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