Volume 6, Issue 1 (Spring 2023)
Iranian Journal of Educational Sociology 2023, 6(1): 46-64 |
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Tirabadi P, Bagerzadeh M, Taghizadeh H. Designing the Model of Strategic Human Resource Management in the Marketing Section. Iranian Journal of Educational Sociology 2023; 6 (1) :46-64
URL: http://iase-idje.ir/article-1-1295-en.html
URL: http://iase-idje.ir/article-1-1295-en.html
1- Department of Management, Tabriz Branch, Islamic Azad University, Tabriz, Iran.
2- Department of Management, Tabriz Branch, Islamic Azad University, Tabriz, Iran (Corresponding Author).
2- Department of Management, Tabriz Branch, Islamic Azad University, Tabriz, Iran (Corresponding Author).
Abstract: (179 Views)
Purpose: In this research, the influencing factors on the behavior of human resources in the marketing department and human resource management policies and their relationship with the strategies of this department have been examined in order to identify the factors that are related to the superior performance of this department.
Methodology: The data collection tool was semi-structured interviews were conducted using a combination of purposive (judgmental and quota) and theoretical sampling. In this regard, there were 36 elites in the statistical population of this research. Data analysis was done in three stages open coding, axial coding, and selective coding, and based on that, a qualitative research model was presented.
Findings: The results of the research led to the extraction of 669 open codes, 160 concepts and 40 categories in the form of a paradigm model include the central category (strategic management of human resources in marketing, culture, improvement and correction, coherent and aligned systems), causal conditions (control of destructive effects), strategies (job satisfaction, commitment, trust, perceived organizational support, motivation, justice, reward, employee participation, loyalty, empowerment, empowerment, green insight into human resources and marketing), the prevailing context (demographic characteristics, psychological characteristics, organizational structure, strategy, organizational culture and supply, technology in use).
Conclusion: finally outcomes (superior performance, organizational citizenship behavior, key work behaviors and production axis, the effects of human resource strategies, environmental thinking and green performance) were presented.
Methodology: The data collection tool was semi-structured interviews were conducted using a combination of purposive (judgmental and quota) and theoretical sampling. In this regard, there were 36 elites in the statistical population of this research. Data analysis was done in three stages open coding, axial coding, and selective coding, and based on that, a qualitative research model was presented.
Findings: The results of the research led to the extraction of 669 open codes, 160 concepts and 40 categories in the form of a paradigm model include the central category (strategic management of human resources in marketing, culture, improvement and correction, coherent and aligned systems), causal conditions (control of destructive effects), strategies (job satisfaction, commitment, trust, perceived organizational support, motivation, justice, reward, employee participation, loyalty, empowerment, empowerment, green insight into human resources and marketing), the prevailing context (demographic characteristics, psychological characteristics, organizational structure, strategy, organizational culture and supply, technology in use).
Conclusion: finally outcomes (superior performance, organizational citizenship behavior, key work behaviors and production axis, the effects of human resource strategies, environmental thinking and green performance) were presented.
Type of Study: Research Article |
Subject:
Special
Received: 2023/03/30 | Accepted: 2023/05/31 | Published: 2023/05/31
Received: 2023/03/30 | Accepted: 2023/05/31 | Published: 2023/05/31
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