نشریه پژوهش های مدیریت منابع انسانی
سال سیزدهم شماره 3 (پیاپی 45، پاییز 1400)

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.

Successful organizations all over the world pay close attention to human resource in terms of an organizational decent and valuable resource in order to constantly ensure their sustainable performance. This study is carried out to investigate the root causes of the problems in human resource systems in Iranian government organizations. This is an applied developmental research which follows a descriptive non-experimental method for data collection. Due to the descriptive and exploratory nature of the issue and the need to discover fine details and in-depth information, and because of the lack of previous comprehensive studies relating to the root causes of human resource management problems in Iranian government organizations, Delphi method is employed to conduct the research. The research population includes 19 experts, elites, policy makers, planners and managers, professors and human resources specialists who were somehow involved in the human resource process. They were selected by purposive sampling method. A questionnaire, the validity of which was confirmed by experts, was employed to collect data through Likert scale. All factor were then tested by Kendall test and were confirmed or rejected. Finally, HR problems were identified separately for each function, and then the roots of each problem were identified. This research is based on root cause analysis model. The tool used to identify RCA is the 5 whys tool.

Human resource Changes in the last decade, aiming at increasing dynamics and flexibility, instead of focusing purely on presenting strategies, have shifted to identify the causes of failure of strategic human resource functions, so that the analysis of factors other than human resource has led to identifying the roots of the disorders associated with human resource development. One of the disruptive approaches of the development of human resource competencies involves layers of hegemonic structural power. These structures aiming at developing hegemony in the functions of power in the organization, have deteriorated the development of human resource competencies. The purpose of this study is to identify and prioritize interpretively the decline in the competencies of human resources on the basis of hegemonic structural power layers according to the interpretive ranking process (IRP). This study is carried out for identifying the components (competencies of human resource) and research propositions (layers of hegemonic structural power), through a hybrid analysis. The sample included 14 experts in the field of human resource management at the university level. Matrix questionnaires were evaluated through interpretive ranking process by 25 managers with an organizational background subject to Article 44 of the law. The results revealed that the proposition of power hegemony based on the policy of “Z9” is known as the most influential layers of power in these organizations, which results in the decline of two competencies including participatory (“Y6”) and self-leadership (“Y5”). This outcome shows that the effects of layers of hegemonic structural power, especially political power, make the level of competencies of human resource lose their effective functions, and this, in turn, affects organizational productivity.

Considering the nature of the tasks and the scope of government activities, it is essential to pay adequate attention to the compensation of the employees’ services. This study is intended to design a compensation model for government employees and make a comparison between it and the four activities of the administration entities according to the Civil Service Management Law, including governance, social affairs, cultural affairs and service, as well as infrastructure and economic affairs. This is an applied-developmental research. Data analysis is conducted through thematic analysis, confirmatory factor analysis and Analytic Hierarchy Process (AHP). Semi-structured interviews were conducted with 23 academic and administrative experts for thematic analysis. In addition, the research model was validated by confirmatory factor analysis, by means of a questionnaire and interviews with 384 human resource managers and experts in government organizations. The results revealed that service compensation contains 6 main aspects including occupation rights, rights of job, additional special salary, performance reward, prizes and welfare along with 18 components. Likewise, the factors affecting service compensation and strategies for alignment between service compensation and other human resource subsystems and the resulting outcomes were identified at this stage. Consequently, the research model was designed. Finally, the weight of the dimensions and components of the research model were identified on the basis of experts’ views. The results showed that the dimension of “welfare” gained the highest weight among the four categories. As the present study is quite proper and fair with regard to content and structure, it is easier to implement and capable of removing the problems in Chapter 10 of the Civil Service Management Law.

This study in intended to identify the problems which prevent the promotion of the level of knowledge workers’ belongings in the defense industries. This is a mixed exploratory research. In the qualitative part of the research, 14 managers of defense industries and knowledge workers were interviewed in depth using a purposeful method up to arriving at a theoretical saturation. Then, distributing 17 expert questionnaires of Delphi, the researchers designed the framework of the factors affecting knowledge workers. Afterwards, Kendall’s coordination coefficient in Delphi method was calculated to be 0.734. In the quantitative section, too, 50 questionnaires were purposefully distributed among the knowledgeable workers familiar with the research topic. The reliability of the quantitative questionnaire was confirmed by Cronbach's alpha of 0.946. Conducting interviews resulted in the identification of 26 factors classified into structural, behavioral, and contextual categories, all of which were confirmed by the experts at Delphi stage. In the quantitative part, the rank of the main factors and sub-factors were measured, and the results revealed that the belongings of the knowledge workers encountered problems in the structure of the knowledge sectors, decision making, planning, human resource procedures, relationship with the colleagues and managers, and some other issues being explained later.

Developing the quality of employees’ work life results in the improvement of service delivery to the clients of the organizations. This research is ultimately intended to design a model for the quality of work life of employees of the Welfare Organization. Participants in this study included official and staff managers and employees of welfare offices in Tehran and its affiliated centers, from whom 20 people were selected as the sample by purposive sampling. Semi-structured and in-depth interviews were employed to collect the data. To analyze the data, Strauss and Corbin’s (1998) grounded theory of the systematic approach was used, wherein three methods of open coding, axial coding and selective coding are used. A table of the concepts and categories of quality of working life was derived by semi-structured interviews and the process of coding and analyzing qualitative data and by comparing the concepts obtained from the study group. In the analysis of the texts of the interviews in open coding, thematic similarities between the primary concepts were integrated into the secondary concepts. The axial categories in the axial coding stage, were based on the thematic similarities between the secondary concepts. In the selective coding, the central categories were clustered into a core or central category called “justice and legalism”. Afterwards, the relationship between the categories with one another were categorized in a paradigm model on the basis of the grounded theory called the “model of quality of working life of employees of the Welfare Organization”. 14 axial categories were identified in the form of causal conditions, contextual conditions, intervening conditions, strategies, and consequences. Justice and legalism are the central categories connecting all other categories.

Organizations are in quest for different ways to apply the benefits of human capital analysis to optimize their decisions and assess the effects of the decisions on the performance of the organization. Yet, despite all these efforts, nearly 80 percent of organizations have not been successful in their attempts. Hence, this study is intended to identify the key factors of the success of human capital analysis in organizations. In this regard, qualitative (thematic analysis) and quantitative (Delphi) methods are employed in this research to answer the research questions. Having reviewed research literature and conducting interviews with 20 people in charge of human capital analysis, the researchers arrived at 98 factors through thematic analysis. Finally, conducting two rounds of Delphi method with the experts of this field, the researchers identified 50 factors as the key features for the success of human capital analysis. The identified factors were classified into two general categories of process capacities and organizational capacities.  The capacities of data collection, data analysis and human resource processes, comprised the subcategories of process capacities. The categories of organizational capacity included manpower, technological and political capacities.