Designing Human Resource Empowerment Inertia Model for Roads and Urban Planning Office of Gulestan Province

The progress and development of any organization necessitate the development of human resource capabilities to achieve a high level of perception, behavior and performance consistent with its organizational goals. Yet, there are gaps such as traditional structures, leadership styles, and content barriers, which create inertia in organizations, that create prevent human resource empowerment. This research is intended to design an inertia model for human resource empowerment through total interpretive structural modelling (TISM) approach. In fact, while presenting a hierarchical model, this research looks for a symmetric combination of the relationship between indicators in a paired comparison through the participation of members of the target community. This is a mixed research based on meta-analysis and Delft's analysis in the qualitative section, and Total Interpretive Structural Modeling in the quantitative phase where two target communities were involved. 10 experts of organizational management and HRM, selected through homogeneous sampling, participated in the research in the qualitative section  In the quantitative section, 30 managers of roads and urban planning of Gulestan province, having at least 10 years of work experience and master's or PhD degrees. The results of the qualitative part of the research showed that 3 main components of attitude inertia, practice inertia, and psychological features inertia were identified in the form of 11 primary indicators. Then, based on Delphi analysis, two indices were dismissed and two others were combined together and a total of 8 inertial indicators of human resource empowerment reached to quantitative analysis. Based on the hierarchical presented model, quantitative analysis showed that two indicators of perceptional error, and tiresome and burnout are the most effective indicators of inertia in human resource capability the Roads and urban planning office. Based on the MICMAC graphing analysis, the employees’ perceptional error is the main initiator of inertia in human resource capability, which must be considered and controlled in order to develop and enhance the human resource empowerment.