Exploring the human capital management model to achieve the desired administrative system

Document Type : Original Article

Authors

1 PhD Student of Government Management - Human Resources of Islamic Azad University of Zahedan Branch, Faculty Member of Payam Noor University of Sistan and Baluchistan, Iran.

2 Assistant Professor, Department of State Management, Faculty of Humanities and Social Sciences, Ardakan University, Iran.

3 Assistant Professor, Faculty Member of Islamic Azad University of Zahedan Branch

10.22080/shrm.2022.4098

Abstract

The present research was conducted with the aim of providing a human capital management model to achieve the desired administrative system in Zahedan Islamic Azad University. The research method is a mixed exploratory one that was conducted in the qualitative part with the foundation data method and in the quantitative part as a descriptive survey. The statistical population includes professors, managers and assistants, graduates and informants related to human capital management and administrative system, 12 people in the qualitative part and 100 people in the quantitative part were selected as samples. . The data collection tool was semi-structured interview in the qualitative part and the researcher's questionnaire in the quantitative part. The collected data were conducted in the qualitative part with the Foundation's data analysis method and in the form of three stages of open, central and selective coding, and in the quantitative part with Friedman's test and sample T-Tech test. The findings of the research showed that structural factors, human resource management process, internal power and skills of managers as causal conditions and external environment, internal environment and supportive environment as background conditions affect human capital management and organizational resources. , the behavior of employees and trans-departmental factors act as intervenors in this process. The identified strategies were in the form of micro and macro strategies and the consequences of the model were presented in three levels of individual, organizational and social consequences.

Keywords

References

 Aboalmaali F., Daneshfard K. & Pourezzat A. A., (2020), Designing a Pattern of Administrative Reform with Digital Governance Approach, Journal of Management, Economics and Accounting Public Organization Management, 8(4),11-32.
Abolhasani ranjbar A., DaneshfardK., & Faghihi A., (2018), Theoretical Model of Policy Making for the Reform of the Administrative System in Iran, Based on Grounded Theory, Journal of Strategy, 27(4), 151-176.
Bassi, L. and McMurrer, D. (2007). Maximizing Your Return on People. Harvard Business Review. 8(1), 32-42.
Bastami & Najafbagy R., (2019), Explanation challenges and suggesting ways of Rightsizing Government's structure in performing reform planning in Iran's administrative system, Iranian Journal of Public Policy Administration Mission, 10(1), 1-17.
Birasnav M. & Rangnekar S., (2012), The role of career management between human capital and interim leadership, Journal of Advances in Management Research,  9(1), 124 – 138.
Birasnav, M., Rangnekar, S. and Dalpati, A. (2011). “Transformational leadership and human capital benefits: the role of knowledge management”. Leadership & Organization Development Journal. 32(2), 106-126.
 
Bozbura, F.T., Beskese, A. and Kahraman, C. (2007). “Prioritization of human capital measurement indicators using fuzzy AHP”. Expert Systems with Applications, 32 (4), 1100-1112.
Chi, N. W., Huang, Y. M., & Lin, S. C. (2009). A double-edged sword? Exploring the curvilinear relationship between organizational tenure diversity and team innovation: The moderating role of team-oriented HR practices. Group & Organization Management, 34(6), 698-726.
Creswell, J. W. (2005), Educational Research: Planning, Conducting, and Evaluating Quantitative and Qualitative Research (2nd edition).
Fernández, W. D. (2004). “Using the GlaserianApproach in Grounded Studies of Emerging Business Practices”, Electronic Journal of Business Research Methods, 2(2).
 
Herbes C., Rillng B. & Holstenkamp (2021), Ready for new business models. Human and social capital in the management of renewable energy cooperatives in Germany, Energy Policy 156 (1) 112417.
Hoseini G. H., Sharifzadeh A., Salehi J., Vakilpour M., (2019), Designing a Model for the Change in Iranian Administrative System from the Perspective of Cultural Policies, Journal of Strategy, 2(2), 141-166.
Kazemian G., Ziaee M., Yavarigohar F. & Babaei Y., (2022), Tourism complementarity development: a new approach to regional development, Geography and Planning, 26(79), 307-335.
 
Lee, H. W., Pak, J., Kim, S., & Li, L. Z. (2019). Effects of human resource management systems on employee proactivity and group innovation. Journal of Management, 45(2), 819-846.
Lee, S.H. (2010). “Using fuzzy AHP to develop intellectual capital evaluation model for assessing their performance contribution in a university”. Expert Systems with Applications, 37(7), 4941-4947.
Lepir, L., Šćepović, D., & Radonjić, A. R. (2017). Challenges of human resource management in the institutions for care of elderly people. IOP Conference Series: Materials Science and Engineering, 200(1), 12-30.
 
Lin, S. & Huang, Y. (2005), The role of social capital in the relationship between human capital and career mobility – moderator or mediator?, Journal of Intellectual Capital, 6(2),  191-205.
Mehdibeighi N., Yaghobi N., Pourezzat A. A., Ronaghi M. H., & Kamalian A. R., (2019), Development of administrative system reform capacity in the light of intelligent organization with data base approach, Journal of Research in Human Resources Management, 9(3), 111-132.
Mehri D., Zamani R., Vosoughi A., & Namdar H., (2020), Presenting a model to identify human capital indicators in a military university with a combined ANP-ISM approach, Journal of Research in Human Resources Management, 12(1), 39-71.
 
Olson, E. M., Slater, S. F., Hult, G. T. M., & Olson, K. M. (2018). The application of human resource management policies within the marketing organization: The impact on business and marketing strategy implementation. Industrial Marketing Management, 69(1), 62-73.
Piketty, T. (2014). Capital in the twenty-first century. Translation by Ghoudejani, A., Publisher: Naghd-e-Farhang, First edition.
Popkova E., (2020), the social management of human capital: basic principles and methodological approaches, International Journal of Sociology and Social Policy, DOI 10.1108/IJSSP-03-2020-0062.
Razavi M. J., Talebpour M., Azim M., & Mohamadkazemi R., (2021), Identifying and Prioritizing Factors Involved in Human Capital Development in Iran's Sports Production Firms using Multi-Criteria Analysis and Copland's Approach, Journal of Human Resource Management in Sport, 8(1), 1-17.
 
Snell, S. and Bohlander, G. (2007), Human Resource Management, Thomson Southwestern, Mason, OH.
Strauss, Anselm, L. & Corbin, J. (1990). Basics of Qualitative Research: Grounded Theory Procedures and Techniques, Sage.
Tavakoli M. M., Shirouyehzad H., & Dabestani R., (2016), Proposing a hybrid method based on DEA and ANP for ranking organizational units and prioritizing human capital management drivers, Journal of Modelling in Management,  11(1), 2014-0013
 
Zhang, Q., Vonderembse, M.A. and Cao, M. (2006), Achieving flexible manufacturing competence the roles of advanced manufacturing technology and operations improvement practices, International Journal of Operations & Production Management, 26(6), 580-599.
 
Journal of Sustainable Human Resource Management
Volume 4, Issue 7
October 2022
Pages 94-79

Files

Share

How to cite

Statistics