Explaining the content of human resources managers' competencies based on the paradox with a Meta-Synthesis approach

The main goal of any organization is to achieve the best quality of work through employees, managers play a very important role. Managers and leaders of organizations often face paradoxes that make it difficult for them to make decisions. Therefore, it is necessary to develop a competency model for human resource managers considering the importance of their paradoxical role for organizations. This research aims to provide a model of paradoxical managers' competence by systematically examining case studies in the field of competence and paradox. The Meta-Synthesis research method is based on the seven-step model of Sandelowski (2007), during which 348 primary articles were found in the period of 2000-2022, and at each stage, the articles that did not meet the desired criteria were excluded from the research. Finally, 11 articles were analyzed after obtaining all the desired criteria. After coding the desired articles, the results in the form of a conceptual framework show that individual competencies have 6 categories (human resources analyst, IT knowledge, cognitive competence, development, leadership, multitasking), managerial competencies with 2 categories (, resource management and relationship management) and functional competencies with 4 categories (organizational knowledge, industry knowledge, knowledge of the external environment and strategic partner-consultation) which is more related to the nature of technical and engineering fields in comparison with humanities fields, and human resource managers can give a more appropriate answer to the paradoxes that have arisen in their organization by developing these cases.