Decision Making Models in HRM

In today’s organizations and indus tries, there are many reasons to believe that human resource decision-making is accompanied by numerous ethical, social, and legal considerations, which jus tifies research in this area. The purpose of this s tudy is to inves tigate decisionmaking models in human resource management in knowledge-based indus tries. The focus of this research is on the discovery of new findings as a process for decision making and its integration as a career field for human resource management. This qualitative s tudy examined the perceptions and experiences of HR professionals working in small and medium-sized businesses. The population of this s tudy include HR professionals from several relevant and reliable professionals of knowledge-based firms that address the needs of HR professionals. Inductive (closed) and deductive (open) ques tions were used to collect the research data as part of the interview protocol. In-depth interviews were conducted using the ladder technique. Finally, the results of data analysis using the thematic analysis and according to the four types of perceptions, experiences, effects, and outcomes of the experts, showed 19 sub-themes and nine main themes such as ineffective human resource management measures, was ted organizational resources, creativity Organizational, / No job involvement, Increased negative behaviors in workplace / Departure of human resources, Decrease in human resource empowerment / Decrease in psychological capital and Lack of access to organizational perspectives.