Designing a Human Resource Agility Model based on Grounded Theory Approach (Study Case: Social Security Organization)

Huge economic, social, political and technological changes, particularly in recent decades, have brought about increasing complexity and reduced predictability of the organizations’ environments. One solution offered to deal with such environments is the human resource agility approach. Though human resources play an effective role in the agility of organizations, the integrated model that identifies its dimensions and components has not been yet explained. This study aimed to design an agility model for human resources and to explain the factors influencing it. This research has been conducted in the qualitative approach framework along with the survey method and by relying on grounded theory. Related data were extracted from theoretical literature, upstream documents, and interviews and then analyzed in three stages of open, axial and selective coding. The results indicated that the agility of human resources as an axial phenomenon is due to a set of individual-organizational, individual-personal, organizational and occupational characteristics. The effects of this phenomenon were categorized into two groups: individual and organizational. Also, in this model, the underlying factors (power sharing practices, human resource management practices, organizational coordination, communication and information technology, organizational process) and interventional conditions (organizational culture, leadership style, self-development, environmental factors) are influential on the ruling relations.