Other
sahar Esmaeilzadeh Ashini; Yousef Ahmadi; Alireza Fathizadeh
Abstract
Introduction
In recent years, with the advancement of technology and digital transformation, the human resources function has also undergone significant changes. Tasks such as employee communication, performance evaluation, and customer interaction, which were previously carried out in person, are now ...
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Introduction
In recent years, with the advancement of technology and digital transformation, the human resources function has also undergone significant changes. Tasks such as employee communication, performance evaluation, and customer interaction, which were previously carried out in person, are now performed more easily and rapidly. Digital transformation in human resource management refers to the integration of modern digital technologies into all dimensions and functions of the HR unit and goes beyond mere process automation. This transformation involves rethinking service delivery, employee experience, data collection and analysis, and data-driven strategic decision-making.
The use of artificial intelligence in recruitment and selection, performance management, and organizational cost–benefit evaluation accelerates processes, simplifies operations, and enhances employee engagement. Global pressures on businesses—particularly during the COVID-19 pandemic—have intensified the need for digital transformation in human resources and highlighted the growth of remote work and flexibility in work arrangements.
Globalization and the rapid development of information and communication technologies have reduced the direct human role in human resource management; however, planning, directing, and controlling intelligent and digitally enabled human capital remain essential. The outbreak of COVID-19 led millions of people to work remotely, prompting organizations to adapt to new conditions by developing virtual human resource systems and alternative work strategies.
In traditional recruitment processes, organizations faced challenges such as a high volume of résumés, time-consuming reviews, and emotionally driven decision-making. However, through intelligent systems and data-mining tools, résumé screening, candidate selection, workload reduction, and applicant experience have significantly improved. Increasing effectiveness, optimizing procedures, and accelerating HR processes highlight the necessity of paying special attention to digital human resources. In addition to improving efficiency, digital human resources can contribute to environmental sustainability and economic cost savings.
Despite the importance of this field, limited research has been conducted, indicating a theoretical and research gap. The present study aims to propose a digital transformation model for human resource management at Kerman University of Medical Sciences and seeks to identify the dimensions and components of this transformation as well as the manner of its design and implementation.
Methodology
This study is developmental in nature and was conducted using a qualitative approach and thematic analysis, which is one of the commonly used methods for analyzing qualitative interview data and provides many of the fundamental skills required for other qualitative analyses. Among thematic analysis approaches, the thematic network method proposed by Attride-Stirling (2001) was employed, which systematically organizes themes into basic, organizing, and global themes.
The research process was based on the framework developed by Braun and Clarke (2006) and included topic selection, problem statement, determination of research objectives and questions, selection of the research design, and identification of the study population and sample. Purposive sampling was used to select 20 experts with doctoral degrees, specialized knowledge, and professional and research experience in the field of public administration. Interviews were conducted until theoretical saturation was achieved.
After transcription and completion using session notes, the data were carefully reviewed. Basic themes were identified, coded, and mapped within thematic networks. These networks illustrate the non-linear relationships among themes and serve as a tool for data interpretation. To ensure reliability, coding was performed independently by two researchers, yielding a Cohen’s kappa coefficient of 0.75. To establish validity, the findings were reviewed and confirmed by three subject-matter experts.
Findings
In this study, initial themes were extracted. After identifying the basic themes, organizing themes and global themes were abstracted based on the basic themes. At this stage, efforts were made to reorganize the initial or basic themes to derive more abstract themes, guiding the researchers toward more comprehensive and central global themes.
Discussion and Conclusion
The aim of the present study was to identify the dimensions and components of digital transformation in human resource management at Kerman University of Medical Sciences. The findings revealed that this transformation comprises six main dimensions: technological, managerial, human, organizational, cultural, and process-related dimensions.
The technological dimension includes modern technologies such as digital security, national technological infrastructure, organizational digital infrastructure, and data management. The managerial dimension emphasizes top management support and managers’ digital orientation. The human dimension encompasses employee participation, smart human resource management, digital training and learning, and employee competencies. The organizational dimension involves structural reforms and financial resourcing. The cultural dimension highlights digital mindset and digital readiness, while the process dimension includes knowledge management, digital support, and digital strategy.
Each of these dimensions plays a vital role in providing the conditions and capabilities required for digital transformation. For instance, technological infrastructure and effective data management, strong commitment and support from top management, development of employees’ digital skills and training, structural reforms and allocation of financial resources, a digital culture and mindset, and support for knowledge management and digital strategies are all essential for the successful implementation of digital transformation. The results of this study are consistent with and confirm the findings of previous research.
Based on the findings, it is recommended that the university adopt appropriate strategies and processes to adapt to the digital work environment. These strategies include balancing remote and on-site work, developing employees’ digital skills, promoting collaboration and knowledge sharing, and providing technological facilities to effectively leverage employees’ capabilities. In addition, offering training programs aligned with job analysis, fostering a culture of remote work and digital communication with stakeholders, and preparing human resource managers to utilize emerging technologies are considered essential operational measures.
Utilizing this roadmap can serve as a managerial dashboard to monitor implementation stages, identify barriers, and strengthen human resources, while also enabling HR to lead digital transformation initiatives and support organizational advancement in a rapidly changing digital environment.
Causation
Alireza Mohammadi Bajgan; Mohammad Montazeri Mahmoodabadi; Yousef Ahmadi
Abstract
The current research was conducted with the aim of designing a model of intergenerational conflict management among shipping employees in the south of Iran. This research is applied in terms of purpose and exploratory in nature, which has been analyzed with a mixed (qualitative-quantitative) approach. ...
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The current research was conducted with the aim of designing a model of intergenerational conflict management among shipping employees in the south of Iran. This research is applied in terms of purpose and exploratory in nature, which has been analyzed with a mixed (qualitative-quantitative) approach. In the first stage, qualitative method and in-depth interviews were used to identify the components of the model. In the qualitative part, there are 15 university experts who were selected in a targeted way. In order to analyze the data of the qualitative part, the foundation data analysis method was used using MaxQuda software. In order to fit the model designed in the qualitative part, a quantitative method with structural equation modeling approach was used. The participants in this section included 203 managers, experts and employees who were selected by stratified random method. The data collection tool in the quantitative part was a questionnaire based on the findings of the qualitative part, whose validity and reliability were confirmed. Quantitative data analysis was done by pls4 software. The results of the qualitative part showed that 6 main categories, 13 subcategories and 45 open codes were identified. In the quantitative section, it was found that there is a meaningful relationship between the management of intergenerational conflicts and factors, and the designed model has an acceptable fit. It can be concluded that managers can prevent conflict from turning into tension and conflict by using conflict management skills and benefit from its positive results.
