A Model for the Social Responsibilities Architecture of Human Resource Management on the Basis of Strategies

This study is aimed at designing an architectural model of social responsibilities of human resource management on the basis of strategies. This is a mixed research (a combination of qualitative and quantitative methods). In the qualitative stage, thematic analysis and library tools as well as interviews with experts were used. In the quantitative stage, the survey method was used through a questionnaire. The statistical population of the qualitative stage, reviewing the background of the research, included all the researches in the databases relating to 1980-2019. and in the interviewing phase, experts were referred to. The statistical population of the quantitative stage of the research included human resource managers of all state-owned companies of the Ministry of Oil. Considering the results of the qualitative section, the initial model was drawn containing 82 basic themes, 22 organizing themes and 4 inclusive themes. The findings of the quantitative section illustrated that 5 companies followed effective strategy, 8 companies used comparative strategy, 3 companies followed defense strategy. and 2 others employed reactive strategy. The findings also revealed that the confirmed indicators, components and dimensions in each of the effective, adaptive, defense and reactive companies contained (73, 21, 4), (52, 19, 4), (33, 15, 4), and (28, 14, 4), respectively. The results also indicated that the effective companies paid more attention to social responsibilities.