Document Type : Original Article
Authors
1
PhD Student, Department of Public Administration, Science and Research Branch, Islamic Azad University, Tehran, Iran
2
Professor, Department of Public Administration, Science and Research Branch, Islamic Azad University, Tehran, Iran
10.22034/qjimdo.2025.523760.2244
Abstract
Background & Purpose: Recent paradigm shifts in the field of human resource management - from traditional approaches based on workforce management to strategic and value-oriented approaches - have led to the formation of new concepts such as value-creating human resources. A concept that emphasizes the active role of employees in creating economic, social, and public values. Despite the importance of this conceptual shift, the Iranian public sector still faces the lack of a coherent model for value-creating human resource management. Accordingly, the present study was conducted with the aim of presenting a qualitative model of value-creating human resource management in the public sector.
Methodology: This study is of an applied nature and is designed with an inductive approach, and the content analysis strategy was used. The research participants included 15 faculty members and selected experts from the Ministry of Economic Affairs and Finance, who were selected using a non-probability judgmental and purposeful sampling method. In the data analysis stage, the content analysis method was used based on the Atread-Stirling content network model; In such a way that basic, organizing and comprehensive themes were extracted and finally, a coherent framework of the qualitative model of value-creating human resource management in the public sector was drawn.
Findings: The research findings led to the design of a value-creating human resource management model in the public sector (5 overarching themes, 15 organizing themes, and 45 basic themes) including talent supply and recruitment management (value-based competency-based recruitment, value-creating employer branding, and foresight in value-creating recruitment), human capital development management (development of future value-creating skills, value-creating organizational learning, and value-creating transformational leadership), commitment and retention management (value-creating in fair compensation, value-creating health and resilience, and value-creating organizational culture), performance and innovation management (value-creating with performance management, value-creating agility, and technology-based value-creating), and strategic alignment with governance (public value-creating, accountability, transparency, and value-creating internal and external environmental alignment).
Conclusion: Establishing value-creating human resource management in the public sector requires a comprehensive, strategic, and human-centered view of human resource functions. The presented model provides a coherent framework for guiding human resources policies and actions towards creating public value
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