Vahid Hajilo; amin rostamzadeh; zahra moghimi
Abstract
The right to command has a direct relationship with how it is implemented in the organization, so that if the commands are issued but not implemented, the organizational performance is reduced. This study was conducted to provide a dynamic model for the development of the HRM area. The present study ...
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The right to command has a direct relationship with how it is implemented in the organization, so that if the commands are issued but not implemented, the organizational performance is reduced. This study was conducted to provide a dynamic model for the development of the HRM area. The present study is an applied and descriptive-causal study with a mixed (quantitative-qualitative) approach. The research community is Iranian Public Agencies and according to the special conditions, 50 experts were selected form Organization managers and university professors. In the first stage using in-depth interviews, after identifying the key variables, causal relationships and circles are identified and the causal model is designed and validated. In the next step and after designing the flow model, a questionnaire was used to reach the experts' agreement on the parameters of the flow model in the form of Delphi technique. In addition to in-depth interviews and the Delphi questionnaire, another questionnaire was used to collect data to identify the current situation of the HR admission area and the validity of the questionnaire was confirmed by experts and its reliability was confirmed by Cronbach's alpha (0.78).The obtained data are analyzed in the form of scenario writing based on the systems dynamics approach and using Vensim software. Overall six scenarios were considered, among them the scenario of "increasing commander acceptability with behavioral improvement" was identified as the best scenario and the "improvement of commander characteristics" scenario was identified as a weak scenario. Also, three scenarios were considered as compensatory scenarios
