Explaining the multi-level human resource development model in Iran's government organizations with a strategic flexibility approach

Document Type : Research Paper

Authors

Public Administration Department, Allameh Tabataba’i University, Tehran, Iran

10.22075/ijnaa.2023.32055.4785

Abstract

The purpose of the current research is to explain the multi-level human resource development model in Iran's government organizations with a strategic flexibility approach. This is an applied research, and in terms of method, it is a descriptive-correlation type. The statistical population of the research includes all managers and employees of government organizations, in the number of 2000000 people, of which 384 people were selected as a statistical sample based on Cochran's formula and selected by simple random. Data were collected through a researcher-made questionnaire. In order to ensure the existence or non-existence of a causal relationship between the research variables and to check the suitability of the observed data with the conceptual model of the research, the indicators and items of multi-level human resources development in Iran's government organizations were tested with the strategic flexibility approach using the structural equation model. According to the findings of the research, the validity of all indicators and items of multi-level human resources development in Iran's government organizations was confirmed with the strategic flexibility approach. The results indicated that the t value of multi-level human resource development indicators in Iran's government organizations with strategic flexibility approach is more than its critical value at the level of 5 percent (1.96). Therefore the validity of multi-level human resource development indicators and items in government organizations of Iran was approved with a strategic flexibility approach. Also, according to the results of the structural model tests, it can be said that the indicators and items of multi-level human resources development in Iran's government organizations with the strategic flexibility approach have a good explanatory power in the research model and the research model has a very good validity.

Keywords

[1] A. Ahmadbeigi, M. Ahmadi, and F. Zameni, Designing a comprehensive model of a sustainable human resource management system in line with the development of the automobile industry, Ind. Technol. Dev. 19 (2021), no. 43, 37–48.
[2] M. Alagaraja and J. Wang, Development of a national HRD strategy model: Cases of India and China, Human Resource Dev. Rev. 11 (2012), no. 4, 407–429.
[3] M. Ali, Challenges, prospects and role of insurance on economic growth in Bangladesh, IIUM J. Case Stud. Manag. 11 (2020), no. 1, 20–27.
[4] A. Ardichvili, E.K. Zavyalova and V.N. Minina, National human resource development strategies: Comparing Brazil, Russia, India, and China, Int. Human Resource Dev. Kogan Page 2012, pp. 177–193.
[5] E. Bahreini, J. Miryousefi, and N. Biglari, Investigating the role of good governance dimensions in explaining the development of human resources of sports and youth departments, Sports Manag. Quart. 13 (2021), no. 2, 659–686.
[6] A.D. Benson, S.D. Johnson and K.P. Kuchinke, The use of technology in the digital workplace: A framework for human resource development, Adv. Dev. Human Resour. 4 (2002), no. 4, 392–404.
[7] D. Brozovic, Strategic flexibility: A review of the literature, Int. J. Manag. Rev. 20 (2016), no. 1, 1–29.
[8] E. Cho and G.N. McLean, What we discovered about NHRD and what it means for HRD, Adv. Dev. Human Resour. 6 (2004), no. 3, 382–393.
[9] T.K. Das, Managing strategic flexibility: key to effective performance, J. Gen. Manag. 20 (1995), no. 3, 60–75.
[10] U. De Simeone and K. Werner, Human Resource Development, South-Western, Cengage learning, International Edition. www.cengage.com/permissions, 2012.
[11] I. Dialga and Y. Ouoba, How do extractive resources affect human development? Evidence from a panel data analysis, Resour. Envir. Sustain. 7 (2022), 100046.
[12] A.B. Escrig-Tena, J.C. Bou-Llusar, I. Beltran-Martın, and V. Roca-Puig, Modelling the implications of quality management elements on strategic flexibility, Adv. Decision Sci. 2011 (2011).
[13] V. Fernandez-Perez, V.J. Garcıa-Morales, and O.F. Bustinza, The effects of CEOs’ social networks on organizational performance through knowledge and strategic flexibility, Person. Rev. 41 (2012), 777–812.
[14] E. Fredericks, Infusing flexibility into business-to-business firms: A contingency theory and resource-based view perspective and practical implications, Ind. Market. Manag. 34 (2005), 555–565.
[15] T.N. Garavan, A. McCarthy, and R. Carbery, An ecosystems perspective on international human resource development: A meta-synthesis of the literature, Human Resource Dev. Rev. 18 (2019), no. 2, 248–288.
[16] M. Hajilou, N. Mohammadi, H. Daroudi, and A. Mansouri, Designing an education-based human resource development model with a good governance in Iranian medical universities, A Qual. Res. Educ. Strategy Med. Sci. 14 (2021), no. 4, 161–171.
[17] G.H. Harel and S.S. Tzafrir, The effect of human resource development practices on the perceptions of organizational and market performance of the firm, Human Resource Manag. 38 (2017), no. 3, 185–199.
[18] M. Hirudayaraj and J. Matic, Leveraging human resource development practice to enhance organizational creativity: A multilevel conceptual model, Human Resource Dev. Rev. 20 (2021), no. 2, 172–206.
[19] H. Jalili, M. Mohammadi, N. Yaghoubi and J. Jarahi, Designing a human resources development model for students with an entrepreneurial focus, Edu. Strat. Med. Sci. 13 (2020), no. 6, 665–674.
[20] S.A. Lynham and P.W. Cunningham, National human resource development in transitioning societies in the developing world: Concept and challenges, Adv. Dev. Human Resour. 8 (2006), 116–135.
[21] G.N. McLean, Invited response observations on modeling NHRD strategy, Human Resource Dev. Rev. 11 (2012), 430–436.
[22] F. Mitsakis, Modify the redefined: Strategic human resource development maturity at a crossroads, Human Resource Dev. Rev. 18 (2019), no. 4, 470–506.
[23] J. Nieves and A. Quintana, Human resource practices and innovation in the hotel industry: The mediating role of human capital, Tourism Hospital. Res. 18 (2018), no. 1, 72–83.
[24] E.G. Oh and W.-H.D. Huang, A review of technology research in HRD from a design-based research perspective, Human Resource Dev. Rev. 17 (2018), no. 3, 258–276.
[25] R. Pakdel, A. Gholipour, and H. Hosseini, Designing a national human resources development model with a system dynamics approach, Human Resources Education and Development Quart. 5 (2018), no. 16, 51–77.
[26] C. Perez and O. Claveria, Natural resources and human development: Evidence from mineral-dependent African countries using exploratory graphical analysis, Resources Policy 65 (2020), 101535.
[27] J. Rakhshani, H. Ebrahimpour, F. Satari Ardabili, E. Rasouli, and M. Hasanzadeh, Presenting the model of human resource development in government organizations with an entrepreneurial approach: using the foundational data theory, Prod. Manag. Quart. 14 (2020), no. 54, 74–102.
[28] M. Rouzbeh Ali, K. Teymournejad, and M. Rabiee Mandajin, Prioritizing the policies of the human resources development policy model of Iran’s government agencies based on the results of the importance-performance gap analysis, J. Public Policy Mak. Manag. 12 (2021), no. 41, 27–38.
[29] R. Sanchez, Strategic flexibility in product competition, Strat. Manage. J. 16 (1995), no. S1, 135–159.
[30] N. Sarshar, M. Mokhtari Bayekalaee, and D. Kiakochouri, Development of human resources by designing self-development behavior model, Monitor. Inspect. Quart. 15 (2021), no. 55, 47–70.
[31] M. Seyednaghavi, M. Alvani, V. Ghorbanizadeh, and S. Hosseini, The model of human resources development in Iran’s government organizations with the approach of modern public services, Manag. Tomorrow 18 (2019), 19–34.
[32] T. Shak, A study of health insurance business in India, J. Commerce Trade 11 (2018), no. 1, 85–90.
[33] R.A. Swanson, Foundations of Human Resource Development, Berrett-Koehler Publishers, 2022.
[34] A. Tayebi Abolhasani, M. Daneshvar Deilami and S. Asadi Khanghah, The effect of knowledge absorption capacity on strategic innovation according to the moderating role of competitiveness and strategic flexibility, Strat. Manag. Stud. Quart. 11 (2020), no. 42, 189–212.
[35] A.J. Verdu-Jover, F.J. Llorens-Montes, and V.J. Garca-Morales, Environment–flexibility coalignment and performance: An analysis in large versus small firms, J. Small Bus. Manag. 44 (2006), 334–349.
[36] A.M. Votto, R. Valecha, P. Najafirad, and H.R. Rao, Artificial intelligence in tactical human resource management: A systematic literature review, Int. J. Inf. Manag. Data Insights 1 (2021), no. 2, 100047.
[37] X.Wang and G.N. McLean, The dilemma of defining international human resource development, Human Resource Dev. Rev. 6 (2007), no. 1, 96–108.
[38] P.M. Wright and S.A. Snell, Toward a unifying framework for exploring fit and flexibility in strategic human resource management, Acad. Manage. Rev. 23 (1998), no. 4, 756–772.
[39] R. Yawson, Strategic flexibility analysis of HRD research and practice post COVID-19 pandemic, Human Resource Dev. Int. 23 (2020), no. 4, 406–417.
[40] H. Zare, H. Zarei Matin, H. Yazdani, and A. Rasouli Porshokouh, Presenting the human resources development model with a transformational approach (meta-combination study), Human Resour. Educ. Dev. Quart. 7 (2020), no. 26, 23–51.
[41] D. Zhou, Role of green data center in human resources development model, Sustain. Comput.: Inf. Syst. 30 (2021), 100492.

Articles in Press, Corrected Proof
Available Online from 20 January 2024
  • Receive Date: 07 September 2023
  • Revise Date: 30 October 2023
  • Accept Date: 04 December 2023